When you step into a company as a fractional sales leader, the clock starts ticking immediately. You’re expected to deliver results quickly—refining processes, improving pipeline health, and driving revenue growth.
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Understanding this window is critical for the business in order to optimize the value of a fractional executive. And equally critical for the Executive themselves to understand and target their Ideal Client Profile.
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As of today, LinkedIn identifies 78,000 professionals in North America as “fractional.” I am adding further executives into the fold that take on fractional roles, though use the label “consultant,” “advisor,” “interim,” or “virtual” on LinkedIn.
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Sales is a people business. A sales team is a group of often highly individualistic members selling in turn to a diverse group of decision-makers, people buying from people.
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Manufacturing companies often struggle with sales leadership, leading to stagnant growth and missed revenue opportunities. As CEO, your goal is to grow your business by implementing a robust sales plan and enhancing your sales team management and processes to empower your team to sell more effectively.
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Many organizations turn to outsourced sales expertise. Two popular options are the Fractional Chief Sales Officer (CSO) and the Sales Consultant. While both can deliver immense value, they serve distinctly different roles.
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In the world of B2B sales over the past years, I often wonder about perceptions of a generational divide between seasoned sales leaders and newcomers. While experience undoubtedly brings valuable insights, the rapidly evolving business landscape challenges us to reconsider whether a divide truly exists or if it's merely a perception.
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As manufacturing gears up for 2025, business owners like you face a critical decision point. While your production lines might be ready to meet demand, there's a more pressing question keeping you up at night: Who among your sales representatives will lead your sales team through this crucial growth period?
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I fumbled… I talked about the fact that we are a small and newer business, that the founder and partner at the time were both older white males, that sales to this day is a white and male-dominated space, that our roster of executives is diverse, and that we can purposely match on DEI criteria.
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North America and Western Europe are leading the way. And as globalization and digital transformation continue, the demand for flexible executive talent growing, leading to broader adoption worldwide.
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