In other blog posts I have argued, more than once, that there are riches in niches. The argument is true. It is also incomplete. Telling a new fractional to find a niche is like telling a swimmer to find the other side of the lake.
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Most sales-leadership problems come down to one of three needs: you need advice on what to fix, you need to hire someone permanently, or you need someone to actually lead sales right now.
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Vendux is one of the options listed. We've worked hard to describe every other provider fairly, because a comparison you can't trust is one that helps no one. Where Vendux is genuinely the better fit, we say so; where another firm is, we say that too.
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Some childhood privileges only reveal their true value decades later. For me, one of those were the long summer vacations—three to four weeks each year, spent traveling across Europe.
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The standard executive search slate contains three to four candidates. AESC member firms and most retained search practices converge on this number for a reason — and it isn’t the one you’ve been told.
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The standard narrative about fractional executive hiring goes like this: companies that can’t afford a full-time CFO or CMO hire a fractional one instead. It’s a practical workaround: useful, cost-efficient, and something you grow out of once the company reaches a certain size. That narrative is incomplete.
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There is a mystique around pricing, especially for executives who have never been involved in setting a price. Most of us spent careers selling somebody else’s product or service at somebody else’s rate. Now we are the product, and the room goes quiet.
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Every salesperson on LinkedIn was President’s Club. Every resume shows quotas exceeded, records broken, number one on the team. But in a thirty-year career, nobody was at the top for thirty years in a row.
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Some habits never leave you. They simply evolve. For me, puzzling has always been one of them—a quiet, obsessive activity that pulls me in completely and refuses to let go until the last piece clicks into place.
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The myth of the founder-as-superseller has done real damage to early-stage companies. We have romanticized the image of the charismatic CEO who can close any room, and as a result we have pressured technical, product-obsessed, or operationally minded founders into roles they are temperamentally and skill-wise unsuited for.
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