Fractional leaders are no longer a fringe idea – they’re becoming a permanent fixture in the modern business landscape. As companies navigate the uncertainty of scaling, tight resources, and ever-changing market demands, bringing in a seasoned part-time leader can be the difference between drifting and deliberate growth.
I’ve been living this shift first-hand through FlexyCTO, so when I came across an article by Business Leader and a YouTube video on the same topic, it felt like a conversation I was already having daily. Here’s my take – in interview style – on some of the key points raised.
Interested in talking further – please get in touch or ping me over on LinkedIn
Q: The article says that fractional leaders are becoming a staple for scaling businesses. What do you think is driving this shift?
A: It’s not just cost-effectiveness, although that plays a part. The real driver is agility. Startups and scale-ups often need someone with 20 years of scars and successes – but only for two days a month. That’s hard to justify with a full-time hire, but with a fractional leader, they get deep experience without the overhead. Plus, I think there’s a growing awareness that different stages of growth need different styles of leadership – and a fractional model adapts beautifully to that.
Q: The article highlights niche expertise as a big win. Have you seen that play out in your work?
A: 100 percent. With FlexyCTO, one of the biggest values I bring isn’t just knowing tech – it’s knowing when not to build it. That’s not a junior skill. I often get brought in when a founder has gone too far down a build path that’s not fit for purpose. They don’t just need code – they need strategy, governance, and a product mindset. That kind of niche judgment isn’t easy to find unless you’re hiring a senior leader. And in many cases, even then, that person might not have the scars to match the job.
Q: The article talks about fractional leaders bringing fresh perspectives. Can you share an example where that made a difference?
A: Sure – I joined one team where the devs were building what they thought users wanted, but they hadn’t spoken to a single end user. Classic trap. They were about to roll out a system with features no one had asked for. I introduced a simple stakeholder map and brought in the people on the ground – the actual users. Their feedback flipped the roadmap entirely. We didn’t scrap everything, but we refocused hard. That alone probably saved six months of dev time and gave the founder real confidence that we were building the right thing.
Q: How did the team respond to that shift? And what would you say is the key lesson for startups?
A: At first, it was uncomfortable. No one likes to hear that they’ve missed something fundamental. But when they saw that the users felt heard – and the founder felt more in control – it actually boosted morale. The key lesson? Don’t wait until launch to find out you’re wrong. Get the right perspectives in early, especially from outside your bubble.
Q: Final thoughts – if a company is thinking about hiring a fractional leader, what’s your top advice to get the most from it?
A: Treat it like a proper relationship – not a gig. Don’t just give your fractional leader a to-do list. Let them understand your vision, your blind spots, your worries. That’s when you get the magic – not just execution, but strategic alignment. And crucially, make sure they’re empowered. If you’re bringing in a leader, let them lead.
There’s more to say on this topic – and I will – but if your business is scaling and you’re feeling stretched, fractional leadership might just be your best-kept secret. Not a compromise – a competitive advantage.
Interested in talking further – please get in touch or ping me over on LinkedIn