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Engagement Mode: Fractional Leadership

When the CEO Needs a Revenue Partner, Not an Advisor

Fractional Leadership engagements are built for organizations where cross-functional revenue alignment is owned by the CEO alone and that is not sustainable against the growth targets or the board timeline.

When nobody in a leadership seat owns the revenue outcome at the level it needs to be owned, the organization is missing the operating rhythm it needs. Fractional Leadership puts someone in that seat with direct accountability for the number, not a scope of work and a deliverable date.

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Fit Check

The Gap Is Leadership Capacity, Not a Specific Project or a Decision at the Top

Fractional leadership is most useful when at least one of the following is true:

The CEO is absorbing all cross-functional revenue tension.

Marketing, sales, product, and client success are each pulling in their own direction. The resulting misalignment lands on the CEO's desk and the CEO is making all the calls that should be owned further down the organization. That is not a sustainable operating model against a growth target.

The organization has outgrown its revenue model and nobody is rebuilding it.

The instinct-driven approach that produced early traction no longer works at the current scale or competitive environment. The organization needs someone in a leadership seat who can design and install a systematic operating model, with accountability for the result, not a recommendation to act on.

The execution window is too short for project-based work.

The board timeline, a market window, a competitive pressure, or a growth covenant demands a pace of change that scoped consulting engagements cannot sustain. Embedded leadership with accountability for the number is what the situation requires.

A PE operating manager needs revenue leadership in a portfolio company.

The company has a capable product and a capable team but no one in a leadership seat who owns the revenue system. The operating manager needs someone they can rely on to build and run that system with direct accountability for the outcome, without a full-time executive hire.

The constraint is not a specific gap or a decision at the top. It is the absence of a leader in the seat who owns cross-functional revenue alignment and is directly accountable for the growth outcome.

Fractional Leadership is not the right engagement when the constraint is a specific bounded gap the team can close with structured external expertise, or when the strategic constraint lives at the leadership level and the team can execute once direction is clear. The GTM Maturity Assessment and a 30-minute consultation confirm the match.

The Engagement

A Leader in the Seat, Accountable for the Number.

Fractional Leadership is not a senior consulting engagement with a defined scope. It is embedded leadership with direct accountability for the revenue outcome. The fractional CGO or CRO operates as a true leadership partner to the CEO, not as an outside advisor.

The fractional leader owns the connections between functions that are currently nobody's job. That ownership is real and operational. The number moves, or the conversation about why it is not moving is direct and specific, with a view into every function rather than across the CEO's desk.

Installed in the operating rhythm. Handed back when the system runs without it.

The engagement is built with the handback in view from day one. The engagement closes with three named artifacts: a documented revenue operating system, a twelve-month operating calendar the team runs without the practice, and a written CRO hiring spec to guide the full-time hire.

Practice capacity today is one fractional engagement at any given time. Consulting and coaching engagements run in parallel under the same methodology. Consulting engagements install the Enterprise Revenue Acceleration System (ERAS) operating model across multiple portfolio companies on parallel timelines; fractional leadership embeds one seat at a time.

Who You'd Be Working With

Fractional Leadership engagements are led from the practice by a senior operator. Today that is Tony Larson. Three decades inside B2B software, through the full arc of founding, financing, scaling, turning around, and exiting. Co-founded Casenet LLC and served as senior executive through two successful acquisitions, scaling from startup to $50M annual revenue and 350 employees. Built all commercial organizations from the ground up: marketing, sales, implementation, and client success, as the CEO's primary business partner across strategy, product, and operations over an 18-year company lifecycle.

Background on LinkedIn →

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The Engagement Structure

How the Engagement Works

Owning the Revenue Number

  • Targeting and Pipeline Strategy. Defining, validating, and aligning the organization around the accounts most likely to be won, delivered profitably, and expanded over time.
  • Team Capability Alignment. Evaluating the revenue team against every role in the purchase decision and closing the coverage gaps that are costing deals, extending cycles, and producing competitive losses that look like other problems.
  • Product Roadmap Input. Bringing the revenue perspective into product prioritization so development is connected to the accounts the company needs to win next, not just the requests of existing clients.

Running the Weekly Cadence

  • Weekly Operating Cadence. A structured rhythm across marketing, sales, product, and client success that surfaces cross-functional gaps before they become missed targets.
  • Accountability at Every Handoff. Clear ownership of the seams between functions, with the commitments that make those handoffs work in writing and under review.
  • Direct Accountability for Alignment. The fractional CGO or CRO owns the connections between functions that are currently nobody's job. The number moves or the conversation about why it is not moving is direct and specific.

Partnering with the CEO and Board

  • CEO Partnership. True leadership partner to the CEO across revenue strategy, operations, and the narrative the organization carries internally and externally.
  • Board and Investor Communication. Revenue leadership voice in board conversations and investor-facing reviews when the situation calls for it.
  • Handback Planning. A documented operating system and a clear picture of what a full-time hire needs to look like, designed into the engagement from day one.

Scope, cadence, and duration are confirmed in the consultation.

Common Questions

Answers Before You Book

Fractional Leadership is for when the CEO needs a revenue generation partner accountable for the number, not an advisor. Coaching is for when the leader is capable and the team can execute, but the constraint is decision quality at the top. Consulting is for a specific, definable revenue gap requiring structured external expertise. The GTM Maturity Assessment and a 30-minute consultation confirm which mode fits.

A typical fractional engagement runs two to three days per week, with multi-day embedded presence rather than scheduled check-ins. The exact commitment depends on the stage, the pace of change required, and the operating cadence the business needs. Commitment, cadence, and scope are confirmed in the consultation.

The engagement is designed with the handback in view from day one. What the internal team owns at the close is a documented revenue operating system they understand and can run, a trained operating rhythm that does not depend on the fractional leader to hold, and a clear picture of what a full-time hire needs to look like to sustain what was built.

In a portfolio company context, the fractional CGO or CRO reports into the CEO and partners with the operating manager on revenue strategy, pacing, and reporting. The engagement is scoped to the company's situation, not deployed as a portfolio-wide template. The GTM Maturity Assessment and the consultation confirm whether fractional leadership, consulting, or a different sequence of engagements is the right intervention for the portfolio company in question.

Fractional Leadership engagements are led from the practice by a senior operator. Today that is Tony Larson. The bar for an operator carrying direct accountability for a revenue outcome in a fractional engagement is two decades of B2B software operating experience across the full lifecycle of founding, financing, scaling, turning around, and exiting.

Fractional engagements are priced to the scope of the revenue system being built, the weekly commitment, and the duration of embedded leadership. Typical engagements run three to six quarters at two to three days per week and land in the mid-to-high five figures per month, materially below the fully-loaded cost of a full-time CGO or CRO hire at comparable seniority. Exact scope, cadence, and fee are confirmed in the consultation.

Hire full-time when the revenue operating model is known and the job is to run it at scale. Take fractional when the model itself needs to be rebuilt and a full-time hire would arrive into a system that is not yet stable enough to succeed. The fractional engagement is designed to hand back to the full-time hire once the system runs, including a written CRO hiring spec as part of the closeout.

The Methodology

Consistent Framework. Tailored to Your Situation.

Fractional Leadership engagements operate within The Enterprise Revenue Acceleration System (ERAS): the methodology that governs every BRCG engagement. The approach is consistent, hypothesize, validate with evidence, adjust, applied across the levers that actually drive revenue: targeting, pipeline, team, product, RevOps, and client value. The difference is depth and pace. In a fractional engagement, every layer of the system is being built and connected simultaneously, with an embedded leader driving the operating rhythm rather than designing it from the outside.

See how the ERAS methodology is structured →

The Next Step

The Next Thirty Minutes

Thirty minutes. Your situation, the timeline the board or the market is imposing, and a direct read on whether embedded revenue leadership is the right response.

  • The revenue gap you are working and the timeline driving it. Board commitments, market windows, growth covenants, or a recent hire that is not working.
  • Whether fractional leadership is the right engagement. Or whether coaching, consulting, or no engagement at all closes the gap with less disruption.
  • If it fits, what the first 90 days look like. Operating rhythm, accountability structure, and how the handback is planned from day one.
  • The outcome the fractional leader will carry. And what that looks like on a board slide.

If you have not yet seen the diagnostic, the GTM Maturity Assessment identifies where the revenue system is structurally broken before an engagement begins. Useful context, not a gate on the conversation.

Schedule a Consultation Take the GTM Assessment if you haven't already →
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