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Why Businesses Need To Focus On Fractional Execs To Supercharge Their Business

Business executive

Rafael S.Lajeunesse, co-founder and CEO of ReachXBy Rafael S.Lajeunesse, co-founder and CEO of ReachX

Fractional executives have long held back-end administrative positions, but in the post-pandemic landscape, they are becoming more prevalent in the C-Suite. These professionals typically offer management services to organisations for hire, whether this be on a temporary or part-time basis. They typically fill executive roles such as chairperson, owner, CXO, vice president, or director and tend to have over 20 years of experience in their area of expertise. As they are usually hired in place of full-time senior executives, they are a great option for companies focused on keeping costs down yet still in need of specialist expertise.

So, why is it so important to focus on fractional executives as the future of business? 

It is difficult to get exact stats on fractional executives due to the nature of the flexible role, however, my estimate from working with Series A companies is that 20 to 30% of them are using part-time executives. In the early venture stage, 50% of companies are using limited-term and part-time roles.

Cost Efficiency and Flexibility 

Fractional Executives offer a cost-effective solution to many companies that may struggle to afford C-Suite executives on a full-time basis. Whether the role is held by a fractional CEO or a fractional sales executive, it allows businesses to optimise their budget by engaging with talented individuals on a part-time basis and allows resources to be allocated elsewhere for the organisation’s needs. In times of economic uncertainty and global instability, companies have the freedom to scale resources up or down as required when working with those in part-time positions.

Strategic Focus

Fractional executives bring decades of expertise, allowing financial leaders to strategically allocate resources and time to their most important business functions. This focus allows overall organisational efficiency and effectiveness. For example, the Fractional CEO of Accounovation, Nauman Poonja told The New York Times that during the pandemic he helped three clients facing insolvency renegotiate with vendors and find other sources of funds as a fractional chief executive. By outsourcing specific functions to fractional leaders, companies can concentrate on their most valuable tasks and goals.


Another major bonus of fractional executives is that these part-time executives often can offer specialised knowledge which can benefit the in-house C-Suite. For example, a fractional executive with knowledge in deal management or mergers and acquisitions could guide financial leaders through complex transactions, ensuring a smoother and more successful process. Businesses can also leverage periodic executives with expertise in investment opportunities who can assess risks, and ensure alignment with the organisation’s goals. Fractional executives with years of investing experience may maximise confidence from stakeholders as they are looked at as experts in their field, which in turn fosters trust in the business they are representing.

Collaborative Decision-making 

Collaborative decision-making is another crucial asset of successful financial management. Fractional executives can contribute to a diverse network of advisors, bringing a new perspective to the financial health of a business, fresh ideas, and a clearer strategy. Enterprises can harness the benefit of fractional executives by creating a dynamic advisory team that enhances the strategic vision and decision-making within the company. Periodic executives with expertise in change management can also offer important insights when making decisions in eras of change.

Possibility for full-time work

The concept of fractional executives not only provides companies with specialised expertise on a flexible basis but also fosters a unique and mutually beneficial collaboration. Many individuals placed in fractional executive roles eventually transition into full-time positions within the company, highlighting the advantages of this arrangement. This process allows both the advisor and the company to thoroughly assess their compatibility and working dynamics before committing to a permanent role. For the advisor, it serves as an extended trial period where they can assess the organisational culture and intricacies, while the company gains the advantage of observing the executive’s performance firsthand. This leads to a more informed and confident decision when considering a full-time commitment and ensures a seamless integration for both the executive and the business.


To conclude, the rise of fractional executives has emerged as a pivotal trend in the corporate landscape, since the COVID-19 pandemic and global instability have affected the business world. As organisations increasingly turn to part-time leadership solutions, companies find themselves at the forefront of a period of change and transformation. The necessity for cost efficiency and flexibility, along with the strategic focus brought by working alongside limited-term executives, allows enterprises to optimise their budgets and concentrate on key financial responsibilities. Fractional executives should be an area of focus for all C-Suite executives as they become the future of businesses and their ability to supercharge companies, whilst remaining a cost-effective option.

About Rafael S. Lajeunesse

Rafael is the CEO of ReachX and is responsible for driving the company’s vision to be the trusted platform for institutional investors and corporations. ReachX is a digital investment bank that offers tech solutions, access to capital and talent to growth companies and institutional investors. Prior to founding ReachX, Rafael worked in consulting with Fortune 500 companies with McKinsey and as an investor with J.P. Morgan.



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