Fractional Leadership Insights

After 12+ years full-time at LinkedIn, I've spent the past 6 months in Fractional Exec roles at AI startups Speak and WisdomAI. Read on to discover my why, how, and lessons learned along the way. To learn about how the many upsides all have accompanying tradeoffs: - Flexibility and variety, but less deep ownership - Part of two cultures, but not quite like full-timers - Easier to give direct feedback, but with less contextual expertise - High relative work quality, but lower absolute quality - Rarely working late nights, but missing the invigorating hustle To learn answers to the questions I get peppered with, including how I've found each role, how I balance my schedule, and, the #1 question, how my comp works. And to learn whether I'm completely converted to Fractional or whether I'll soon return to the more tried-and-true full-time path (spoiler alert: I love Fractionaling, so the bar is high, but wonderful exec search folks, please keep me in your rotation!) #WhatsTheSoWhat #FractionalExecing

This is the first time in my adult life that I have this many friends and colleagues who have been out of work for a year or more. Not between roles. Not casually looking. Actively searching. That’s not a blip. That’s a shift. People are reassessing what they can offer independently. Organizations are rethinking how they access talent. We’re seeing more fractional leaders. More project-based work. More independent consultant teams instead of full-time hires. Whether people planned for it or not, more of us are operating like entrepreneurs now — inside companies and outside of them. And that changes the skill set required to thrive. It’s not just about doing the work anymore. It’s about: ✅Navigating ambiguity ✅Making decisions without perfect information ✅Owning consequences ✅Managing your own capacity ✅Communicating your value clearly ✅Being adaptable without becoming chaotic ✅Being respectful without becoming a pushover Grit won’t be enough. Credentials won’t be enough. The advantage will belong to people who can think independently, communicate clearly, and adjust while the ground is moving. This is adaptive capacity. The organizations building for the future aren’t just hiring talent — they’re cultivating independent judgment, communication skills, and resilience as core capabilities. Because the workforce has changed. And it’s not changing back.

I’ve worked fractionally for 14 years. Here’s what I wish more organizations understood: 1️⃣ I’m committed to your organization, but not only your organization. You get my full attention when I’m with you, but my model is built on balance, not exclusivity. 2️⃣ I’m not at your beck and call. Meetings and priorities should be set collaboratively. Fractional doesn’t mean “always available.” 3️⃣ I’m not the same as a consultant. Consultants deliver recommendations. Fractional leaders build and run systems alongside you. 4️⃣ I’m not the same as a part-time employee. I don’t clock set hours or take direction on day-to-day tasks. You hire me for outcomes and judgment. 5️⃣ People work fractionally for many reasons. Learn why. For some it’s flexibility. For others, variety, impact, or season of life. When you understand that, you get the best of us. 6️⃣ Fractional work costs you less than a fully loaded full-time employee. You’re paying for high-leverage expertise that delivers outsized value, not benefits. 7️⃣ The expertise I bring from other clients is an asset, not a distraction. You benefit from cross-organizational insights and tested playbooks I’ve seen work elsewhere. 8️⃣ Fractional experience is as valid as full-time experience. Leading multiple organizations sharpens adaptability, pattern recognition, and speed to value. Stop discounting it. 9️⃣ You’ll have less control than you might want. I promise it will be okay. The value of fractional work comes from outcomes, not your oversight. If your managers aren’t used to that, train them. 🔟 You miss out on incredible talent if you don't consider fractional executives. The best leaders are increasingly choosing flexibility and fractional work. They have options. Don’t design your org in a way that screens them out. ✴️ So before deciding that fractional wouldn’t work in your organization, ask: What would it look like to prioritize partnership over power? #leadership #futureofwork #fractional #humanresources

$11M CEO: "i need to hire a CMO, right now." me: "why?" CEO: "we need to scale." me: "you can't afford it." CEO: "what do you mean?" me: "hire a seasoned fractional who's been there, done that. 10-20 hours a week. pair them with an implementer to get things moving. scale to $20M+, then think about full-time." CEO: "i don't believe in fractional." 6 months later, the same CEO calls me back. they'd fired two full-time CMOs. now they wanted a referral for a fractional (since we have a GTMarketplace for match making for founder to fractional) look — i get it. hiring full-time works when you have everything in place. but sometimes you don't need a full-time exec. you need a smart, experienced person who's been there and done that. someone who can move fast, set the foundation, and not burn through your runway while you figure it out. fractional isn't a backup plan. for a lot of companies, it's the smarter first move. your take? love, sangram

First it was fractional CFOs. Then CMOs. Now it’s fractional everything. In the past 18 months, I’ve seen more consumer brands, especially early-stage or PE-backed; embrace interim, outsourced, or hybrid leadership models as a way to hedge against volatility without compromising on capability. Need a GTM plan for Europe but not ready for a regional MD? Bring in a fractional commercial lead. Need to overhaul digital without betting on a long-term CMO? Plug in an advisor with five DTC wins under their belt. Ops too complex post-acquisition? Call the supply chain whisperer who does three-day-a-week transformations. From a financial standpoint, it makes sense. You get executive-level expertise, flexible cost structures, and just enough strategic horsepower to stay in motion while the business stabilizes. But from a talent standpoint, it raises a bigger question where does this leave the full-time exec bench? Because if every high-stakes initiative can now be outsourced or fractionalized, the nature of executive leadership is shifting. We’re no longer hiring for permanence. We’re hiring for impact velocity and that changes how roles are scoped, how candidates are evaluated, and how teams are built around them. What I’m watching closely is this: Are we unintentionally creating a generation of full-time executives who are expected to deliver the same transformation outcomes as their fractional counterparts, but with broader remits, more internal complexity, and none of the exit clause optionality? Fractional can be brilliant when used intentionally. But it’s not a replacement for leadership. And if the entire C-suite becomes part-time by design, we’ll start to feel the absence of cohesion, culture, and long-term accountability very quickly. Are you seeing this trend on your side? How do you balance agility with depth when building leadership teams today? #FMCGLeadership #ExecutiveSearch #FractionalLeadership #CPG #ConsumerGoods #HiringStrategy #LaurenStiebing #CMO #CFO #OrgDesign #PrivateEquity #InterimExecs

We just did something counterintuitive. Gathered 𝟭𝟴 𝘀𝗲𝗻𝗶𝗼𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀, people who've run P&Ls, built businesses from zero, navigated market crashes, and asked them to think smaller. Not smaller ambition. Smaller time slices. The 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗺𝗼𝗱𝗲𝗹 has been quietly reshaping leadership in the US and Europe. 𝗜𝗻𝗱𝗶𝗮 is now at the inflection point. Here's what's driving this: The median time-to-hire for a CXO in India is still 4-6 months. Market windows are now 4-6 weeks. That math doesn't work anymore. Interim CEO appointments globally jumped from 9% to 15% in H1 2025 according to recent workforce studies. NASSCOM's startup ecosystem reports show nearly 𝟰𝟬% 𝗼𝗳 𝗳𝘂𝗻𝗱𝗲𝗱 𝗜𝗻𝗱𝗶𝗮𝗻 𝘀𝘁𝗮𝗿𝘁𝘂𝗽𝘀 now engage fractional CXOs for specific transformation mandates. This isn't about cost arbitrage. It's about 𝗽𝗿𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗱𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁 𝗼𝗳 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲. What we're building with the The Fractional Executive Network, India: 1) A curated collective of operators, not advisors or consultants who've never signed a PO or are PPT specialists. 2) But leaders who've executed strategies, taken ownership, implemented world class processes, hired, fired, and stared down board conversations. The founding cohort brings depth across GTM, product, finance, sales, marketing, HR and operations: Anand S., Arati Mukerji, Babitha Remith, Mahesh Iyer, Vinay (M.S) Simha, Avinash Narasimha, Dushyanth Harinath, Ankit Manglik, and our captain Harinath Pudipeddii, amongst others who showed up to build this intentionally. Three use cases we're solving for: → 𝗦𝗰𝗮𝗹𝗲-𝘂𝗽𝘀 between funding rounds needing specialized leadership without permanent overhead (accelerators and VC cohorts included). → 𝗟𝗲𝗴𝗮𝗰𝘆 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲𝘀 requiring transformation expertise they can't hire fast enough (SMB and MidMarket companies). → 𝗙𝗮𝗺𝗶𝗹𝘆 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 professionalising governance with experienced operators. The shift from "owning talent" to "accessing talent" is structural. The question isn't whether it happens. It's who builds the  𝘁𝗿𝘂𝘀𝘁 𝗶𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 for it. That's what this room represents. More in the first comment for leaders exploring this path. #FractionalLeadership #IndiaBusiness #ExecutiveSearch #FutureOfWork #StrategicManagement

Most startups rush to hire full-time leaders. It feels stable. It looks impressive.  It signals “we’re growing.” But in the early growth stage, that move often locks you into the wrong kind of stability. Because early growth isn’t about filling roles. It’s about finding direction. A full-time hire gives you commitment. A fractional leader gives you clarity. Fractional roles outperform full-time hires because they bring experience without the blind spots. - They’ve seen scale-ups succeed and crumble. - They know where to push and when to pause. - And they build systems that outlast their contracts. Early growth needs this kind of thinking. Not because it’s cheaper, but because it’s smarter. Fractional leaders step in with an outside lens. They’re not attached to politics or legacy ideas. They cut through noise, align strategy, and get results faster because they’ve done it before — across multiple contexts. Full-time hires often get buried in the day-to-day. Fractional leaders stay focused on direction, impact, and repeatable growth. That’s what builds maturity into a young company. You don’t just get work done. You build frameworks that scale without you. Fractional isn’t temporary help. It’s accelerated leadership. Hire when you need execution. Bring in fractional when you need direction. Because fractional isn’t part-time. It’s full-impact leadership designed for where SMEs truly are. That’s how small businesses grow smarter, not slower.

Thinking of Going Fractional in 2025? Read This First. I've been getting a lot of DMs from GTM operators considering the leap into fractional leadership or consulting. Before you take the plunge, here's my unfiltered take on what you should consider: The Upside 1. Learning Acceleration: You'll learn 3-4x faster than in a full-time role. Every client brings unique challenges, tech stacks, and team dynamics. It's like completing a decade of experience in half the time. 2. Autonomy Reset: You choose your clients, set your schedule, and design your own playbook. After years of corporate constraints, this freedom can be incredibly energizing. 3. Income Potential: With the right positioning and client mix, you can earn more than a traditional role while working fewer hours. I've seen fractionals 2x their previous comp within a year. Now, the Reality Check! 1. Revenue Rollercoaster: Consistent pipeline is hard. Really hard. The steady pay-check you are used to, replace it with months of feast or famine until you build momentum. Your emergency fund needs an emergency fund. 2. Context Switching Fatigue: Monday: Series A GTM strategy. Tuesday: Event Strategy for a services company. Wednesday: Marketing tech stack audit. The mental load of juggling multiple clients is real, and it's exhausting. 3. Solo Operator Syndrome: Miss having a team? The watercooler chats? The shared wins? Welcome to the solo show. Building a support network takes intentional effort. The Hidden Challenges 1. Sales is Your New Job: Love operations? Great. But 30-40% of your time will be spent on sales, networking, and personal branding. If that makes you uncomfortable, this might not be your path. 2. Scope Creep is Real: "Quick question" Slack messages at 9 PM. Weekend "emergencies." Without clear boundaries, you'll work more hours than you ever did full-time. 3. Professional Development Plateau: No more company-sponsored training or clear promotion paths. Your growth is 100% self-directed (and self-funded). Before You Jump: 1. Run a Pilot: Take 1-2 clients while keeping your day job. Build the consulting muscle without the pressure. 2. Define Your ICP: "I help B2B SaaS companies" isn't positioning. Get specific about company stage, pain points, and outcomes. 3. Build Your Operating System: Set up your tools, templates, and processes before you need them. Document everything. Use something like Notion to build a repository that you can keep going back to, optimize these assets with every project. 4. Network Like Crazy: Connect with other fractionals. Join communities. Start building relationships months before you need them. The question you need to answer is - Are you running toward fractional work or away from your current situation? If it's the latter, consider fixing your current role first. The grass isn't greener – it's just different grass with its own maintenance requirements. #Fractional #Consulting #GTM

Recruiters don't get it. They think CFOs can only be full-time or interim. But many companies need CFOs on a part-time basis. When recruiters and headhunters call me, I explain the role of fractional or part-time CFOs and why companies hire them. Simply put, they bring senior-level finance talent to companies that doesn't need them full time and 5 days per week. Here's why: 🟩 Cost Savings Let's be candid. CFOs can be expensive. If most mid-sized and smaller companies don't need a Chief Financial Officer, they shouldn't put one on the full-time payroll. Fractional CFOs provide access to high-level financial expertise at a fraction of the cost. 🟦 Expertise and Experience Fractional CFOs with strategic finance backgrounds aren't glorified accountants. They typically have worked with many different businesses, across a dozen or more industries. They've encountered companies of various sizes with lots of challenges: ▪ Turnaround and restructuring ▪ M&A and transactions ▪ Capital raises ▪ Refinancing This diverse experience offers mid-sized and smaller companies access to a seasoned professional who's been where they want to go. 🟨 Flexibility One of the greatest benefits of hiring a part-time CFO or FP&A professional is getting access where and when needed. Fractional finance professionals can ramp up or ramp down as the company needs. Someone who has experience in tech implementations. Someone with commercial banking connections. Someone who can build a severance schedule. Someone with advanced modeling skills. 🟧 Ability to Scale As a company builds and experiences fluctuations, fractional CFOs can adjust their services to the changing requirements. When the business is expanding, services can focus on fundraising, process improvement, data analytics, and technology exploration. When the business is struggling, services can focus on cash flow and liquidity management, HR reductions, cost cutting, and product rationalization. More companies are seeing fractional CFOs and FP&As as a viable partners for their growth and revitalization. 🟪 A Profession for Experienced Finance Pros Controllers who are looking for more are taking greater ownership of their financial careers. Full-time CFOs challenged by bureaucracy and consultants challenged by the daily grind are wanting to do more of the work they love with the clients they enjoy working with. Fractional and part-time financial advisory roles offer this option. It's an exciting time to work in this profession, don't you think? ⬇ The last mastermind of the year begins in 2 weeks. #seidmanfinancial

I’m onboarding two new fractional CMO clients this month, and there are a few things fractional CMOs (and the teams hiring them) consistently get wrong. Instead of traditional onboarding and long immersion ramps, I jump in and focus on a few counterintuitive areas first. Sharing in case it’s helpful. Let’s rapid fire, shall we? When I step in, I always start with: 🔍 Eliminating false certainty. Moving fast on untested assumptions doesn’t create momentum; it just scales the wrong decisions. Ugh. 🔍 Auditing beliefs, not channels. I assure you that your channel mix is rarely the problem; your confidence in what you think works often is (or your confidence in the people leading it). 🔍 Pressure-testing the real JTBD. If your marketing JTBD hasn’t changed in years, you’re probably optimizing for a customer who no longer exists. Let's fix that. 🔍 Revisiting how work actually gets done. Most teams have layered process on top of process, and are now stuck with execution drag; fresh eyes can clear a surprising amount of friction. 🔍 Assessing team shape and skill bets before adding headcount. The instinct and ask of fractional CMOs is often to hire; the smarter move is to look hard at existing skills around the table and determine whether you have the right firepower for the next season. 🔍 Setting the bar for judgment early. There’s a brief window before execution starts to reset the taste bar on what “great” actually looks like, how decisions are made, and what doesn’t pass. This is often the highest-leverage work. 🔍 Looking for whitespace, not the road. The goal isn’t a fast win for the contract; it’s cutting through the noise to see what others can’t, and that whitespace is where real leverage lives. If you’re a CEO or founder exploring a fractional CMO arrangement, remember - the point isn’t to run with a traditional onboarding process and just *do more faster.* It’s to do things differently and *get outsized value faster.* #fractional #CMO