The Fractional Model

“Consultant, in my opinion, usually comes in, kind of shows you what you're going to do, gives you a plan maybe, and walks away. For me, I'm on those weekly leadership calls. I want that seat at the table.”

“Business owners often believe that a chief marketing officer, a C-suite level executive, is for multi-billion dollar corporations. The fact of the matter is the folks that we're putting to work are coming from those big corporations — oftentimes doing it as their second act. I see it clearly as an investment, not a cost.”

“Fractional people come in and they get to ask stupid questions because they're not anchoring their livelihood and their identity to this organization.”

“Fractional leaders don't come in with the baggage. So you can say something that someone ordinarily might not feel comfortable saying at the boardroom. But I think that is an expectation when you're coming in with that leadership — to say how you really see things.”

“The biggest risk isn't spending money — it's spending it without knowing what you're getting back. That's where I come in.”

“The best marketing strategies come from understanding people, not platforms. Platforms change every year. People don't.”

“The fractional model lets me bring enterprise-level sales strategy to companies that could never afford a full-time VP of Sales. That's what gets me excited.”

“You're getting somebody who has the knowledge you're missing and who's going to treat your business as their own.”

“The reason anyone hires any fractional is the service that they provide. Taking the time to be in service to the organization and actually be helpful — that's really the value we bring.”

“For the cost of one executive, you may be able to get three fractionals — an HR person, an IT leader, and a CFO — each an expert in their discipline.”