Fractional seats
The seats we work with.
Every seat here owns a result, reviewed regularly. Four are our main focus: Chief Sales, Chief Financial, Chief Marketing and Chief Operating Officer. Two more are on request.
The seats
Our main seats, one or two days a week.
A seat is a leadership role with a defined responsibility, one result it answers for, and a set number of days a week.
For each seat: when a company usually needs it, and the result it owns. The days are agreed seat by seat.
Main seat
Chief Sales Officer or Chief Revenue Officer
Growth has outrun the owner’s calendar. Deals wait for one person, and the forecast lives in one head.
- The result
- New recurring revenue, and a forecast the board can plan on
Main seat
Chief Financial Officer
Cash, margin or investor reporting need a leader who owns them, beyond the accountant.
- The result
- Cash and runway, margin, and the accuracy of the forecast
Main seat
Chief Marketing Officer
Pipeline depends on the owner’s network, and marketing produces activity rather than opportunities.
- The result
- Qualified pipeline from marketing, and what each opportunity costs
Main seat
Chief Operating Officer
Volume has outrun the way the company delivers. Promises made in sales are broken in operations.
- The result
- Delivery on time and in quality, and the cost of serving each customer
On request.
We work on these seats on request.
On request
Chief People Officer
Hiring or keeping the right people has become the limit on growth.
- The result
- Time to fill key roles, and retention in them
On request
Chief Technology Officer
The product or the platform needs senior technical leadership, most often in technology companies that cannot yet use a full-time CTO.
- The result
- Delivery on the roadmap, platform reliability, and the cost of building and running it
The most sensitive seat is the CEO. A fractional CEO is a board and investor decision, and we discuss it with boards and investors directly. Talk to us as an investor.
AI and the seats
Every seat, with AI.
Whatever the seat, the leader in it works with AI and leads people who do.
AI is part of every seat we work on. It is also a question of trust: you should know how the person who carries your result uses AI with your customers, your data and your team.
Knows what agents do in daily work, hands them the routine layer, and checks what comes back before it reaches a customer or a board.
Price exceptions, people decisions, and anything the leader will have to answer for personally.
Company data leaving through tools, convincing fake messages and voices used for fraud, confident answers that are wrong, and dependence on a single vendor.
Sets the rules for the team, measures real use rather than licences, and reports it in the quarterly review next to the result.
AI has also created new leadership roles, such as a Chief AI Officer, or someone who owns AI in sales or governance. We are defining them with the leaders who hold them and the companies that need them, with the same test as every other seat: if nobody can name the result, it is advice, not a seat. Tell us about a seat you have in mind.
Talk to us
The seat comes first.
You run a company
Tell us which seat you are thinking about and what is not moving. We will say whether it is a seat, and what it should carry.
You hold one of these seats, or want to
Start with the Circle, where executives work out what comes next, with AI in every part of it.