Choose a
Collaborator
By collaborating with you the results will be better and your capabilities will grow.
Our Fractional Roles
Chief Strategy Officer
Build a strategy and execute it.
A fractional Chief Strategy Officer (CSO) helps create a relevant strategy and ensures it gets executed.
Chief Revenue Officer
Boost your revenue.
The fractional Chief Revenue Officer (CRO) will direct/assist/support the CEO or President in transforming your team into a consistent, predictable, visible, scalable sales machine.
Chief Financial Officer
Improve financial health.
The fractional Chief Financial Officer (CFO) plays a crucial role in providing specialized financial expertise on a part-time or project-specific basis.
Chief Cultural Officer
Transform internal culture.
The fractional Chief Cultural Officer (CCO) works alongside HR, Chiefs of Staff, or other leaders to transform the internal culture.
Chief Growth Officer
Align marketing, sales, and product.
The fractional Chief Growth Officer (CGO) is responsible for everything that falls under the purview of a CMO but extends to also cover sales and product, in addition to marketing.
Chief Marketing Officer
Lead all marketing initiatives.
The fractional Chief Marketing Officer (CMO) role supports the CEO, President, or Executive Director in realizing their vision by directing all marketing strategies and initiatives.
Chief Social Impact Officer
Drive purpose-led growth.
The fractional Chief Social Impact Officer (CSIO) guides organizations in building strategies that align social, environmental, and community responsibility with core business objectives.
Chief Customer Officer
Turn customers into advocates.
The fractional Chief Customer Officer (CCO) helps you build a business that not only wins customers but keeps them.
Chief Technology Officer
Tech forward thinking.
The fractional Chief Technology Officer (CTO) steps into a pivotal role, driving the organization’s technological trajectory and innovation.
Chief Information Officer
Bridging business & technology.
The fractional Chief Information Officer (CIO) assumes a critical role in aligning technology initiatives with the organization’s broader business strategy, ultimately driving efficiency, optimization, and compliance.
Chief Kaizen Officer
Make tomorrow better than today.
The Fractional Chief Kaizen Officer (CKO) is the architect and leader of Kaizen, continuous improvement.
CASE STUDY: Sports Masters
The founder had a compelling but oversized vision — too broad to attract capital, too complex to build.
Why They Needed Help
Despite an advisory board and interested investors offering encouragement, no commitments materialized. The core problem: no focused entry point, no MVP, and no revenue to validate forecasts. The company was stuck in the “big idea” phase with no clear path to traction.
How the fCGO Engaged
Working alongside the founder, the fractional CGO systematically deconstructed the value proposition and mapped multiple market niches until a logical, sequential build path emerged. The work identified what needed to be cut first — a critical and often emotionally difficult decision for founders. The investor deck was rebuilt around a focused narrative, technology partners were sourced (three evaluated, one selected), and an MVP was launched. Affiliate partnerships were secured to drive initial distribution to a warm audience.
Outcome
Early pilot traction is validating — and in some cases exceeding — the assumptions built into the investor pitch deck. Revenue is now anticipated in the near term, giving the company its first real proof point for investor conversations. The business has moved from concept to market in active test, with data accumulating to support confident forecasting.
Timeframe
Ongoing engagement; meaningful strategic milestones achieved within 6 months of fCGO engagement.
CASE STUDY: Web Performance Consulting Firm
The founder built his company on a fully fractional, fully remote model — intentionally. What he lacked was the process infrastructure to support it.
Why They Needed Help
Every new client engagement meant reinventing the wheel. Delivery was inconsistent, cycles ran long, and the founder was the single point of failure for anything requiring judgment. The company could grow. It couldn’t scale.
How the Fractional PM Engaged
Working from the ground up, the fractional Project Manager mapped existing workflows, identified friction points, and built systems the team could actually use: repeatable project playbooks, standardized timelines, automated templates, and defined roles for each engagement type. When an acquisition triggered a full platform migration (Google Drive to Microsoft 365), the fractional led that transition too.
Outcome
Delivery cycles dropped from 20 calendar days to 3–5, a 75%+ reduction achieved within two months. The team was completing the same scope with roughly half the effort. The operational maturity made the company an attractive acquisition target; a larger business acquired the company, the founder stepped into a senior leadership role within the acquiring organization, and the fractional took over the day-to-day operations of the original business. The founder went fully hands-off.
Timeframe
Engagement began in 2024. Process transformation within two months. Acquisition completed mid-2025.
CASE STUDY: Digital Marketing Agency
The agency had grown to 80–90 clients and a team of 50 — then stalled.
Why They Needed Help
Client numbers wouldn’t budge despite ongoing sales. The real problem was undetected churn quietly cancelling every new win. No one was measuring it. No one had been. The executives had never led a company this size before; they had the drive but not the diagnostic tools to see what was draining the bucket.
How the fCGO Engaged
Rather than dictating from the top, the fractional built trust from within — starting with discovery, mapping what the organization was and wasn’t measuring, then introducing frameworks the team could own: cohort analysis, client value segmentation, effort-to-revenue mapping. Beyond the process work, the fractional became a trusted advisor to the executive sponsor — available on short notice, willing to step in on complex calls, and consistently helping leadership navigate situations they hadn’t faced before.
Outcome
The engagement is ongoing. The most visible result to date isn’t a metric — it’s the executive sponsor himself. He approaches his business with entirely new analytical lenses, identifies problems in areas the fractional hasn’t even touched yet, and describes the engagement as invaluable. Process improvements are now moving from discovery into implementation, with structured retrospectives being introduced to sustain the gains.
Key Takeaway
Fractional leadership delivers two layers of value at once: the operational improvements you can measure, and the executive capability that multiplies everything else. This agency didn’t just get a consultant — they got a new way of seeing their business.
Timeframe
Ongoing engagement. Meaningful executive development and strategic progress within the first six months.