The best fractional execs are more than gap-fillers, they're longterm leaders

Some organizations may look upon hiring fractional executives as a stop-gap measure, but it doesn't have to be. With time and effective integration, fractional leaders can find their place in helping anchor long term corporate strategy. 

In order to get a boots-on-the-ground view of fractional leadership, we spoke with Chad Glasscock, Fractional COO and Strategic Project Manager at Future State, and Michel Floyd, Fractional CTO at Athena Intelligence. 

CG on long-term strategy: "Many companies initially hire fractional leaders to address immediate needs, but they often become integral to long-term strategy," says Glasscock.  A fractional COO, for example, may start by solving urgent operational challenges but stay on to shape scalable processes, improve organizational design, and drive strategic execution. "The best fractional hires make themselves indispensable," Glasscock adds. 

MF on fractional hires in early-stage startups: Floyd, whose clients are primarily early-stage startups, notes that fractional leadership is especially crucial in tech. "Being a fractional CTO is pretty critical to all tech startups since there are few, if any, other senior tech resources to draw on." For startups, the need for senior expertise is immediate, and Floyd sees his role as essential until a full-time replacement can be found. "So far, I have yet to 'exit' one of my fractional roles. In all probability, I will help them find a full-time CTO and manage the transition," he explains.

CG on demand for fractional hires: The demand for fractional executives is expected to continue to grow in 2025. "Companies are prioritizing agility and expertise over full-time headcount commitments, especially in times of economic uncertainty," says Glasscock. Fractional leaders provide high-value leadership without the overhead of full-time roles, making them a critical strategic advantage for organizations.

MF on effective communication: Floyd emphasizes the importance of overcommunication and active participation, particularly in the form of asking questions and seeking clarity. "When you join a new team, you know very little compared to the existing members, so it's important to be humble and learn," he advises. Floyd cautions against early pontification about one's expertise, as it can undermine trust and make leaders appear detached.

CG on communication: Building trust quickly is crucial for fractional executives, and Glasscock highlights the importance of a thoughtful approach. "My approach starts with deep listening and aligning on strategic priorities—understanding the core ideology of the company (who they are and why they exist) before defining the envisioned future," he explains. Transparency, he says, is essential. "Clear expectations, quick wins, and structured check-ins ensure alignment and buy-in from leadership and teams."

CG on measuring ROI: Measuring the ROI of fractional leadership varies by organization, but certain KPIs are common. Glasscock lists some of these as operational efficiency gains (e.g., improved process cycle times), revenue and profitability impact (e.g., cost reductions or increased sales conversions), strategic execution metrics (e.g., percentage of initiatives completed on time), and leadership effectiveness (e.g., employee engagement or retention rates). "Fractional roles should drive long-term, measurable change, not just short-term problem-solving," Glasscock concludes.