When clients compare “apples to oranges”—specifically, when they weigh fractional leadership against permanent hires, consultants, in-house team members, gig-workers, or doing nothing without recognizing the fundamental differences.
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Every marketer swears by personalization. Meanwhile, most executives receive 30 to 50 “personalized” emails, texts, voice mails, and LinkedIn messages every single day. I am one of them.
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Every leader who sells expertise—fractional executives included—has faced the same maddening moment: a prospective client lines up your offering next to three others, scans only the price column, and declares, “This one is cheaper.” As if professional services were interchangeable commodities priced by the pound.
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Some childhood experiences leave a gentle imprint. Others detonate quietly under the surface and alter the entire trajectory of a life. My year in the United States at age seventeen did exactly that—transforming me in ways I didn’t recognize at the time but rely on every single day.
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Because the solution might not be another marketing campaign or quota push. It might be time to introduce experienced leadership—fractionally or otherwise—to build the structure your best people deserve.
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You know the book: Men are from Mars, Women are from Venus. Different worlds. Different languages. Somehow still trying to be in a relationship.
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That milestone feels like proof that everything works: the product resonates, customers are buying, and growth seems inevitable. Yet for many founders, it’s exactly when sales momentum stalls.
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Every entrepreneur eventually learns the hard way that “trial” doesn’t always mean “test under realistic conditions.” Sometimes it just means “a trial of your patience.”
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Sales conversations revolve around words—questions asked, objections raised, promises made. But any seasoned sales leader knows that what a prospect doesn’t say can be far more telling than what comes out of their mouth.
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In many small and mid-sized businesses, a handful of salespeople consistently outperform the rest. These “star sellers” close the big deals, keep the lights on, and often hold an outsized share of customer relationships.
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