Outbound for fractional CFO, CMO, CRO and COO practices

Fractional CFOs, CMOs, CROs, COOs, CTOs and heads of people sell senior judgment by the day or the retainer to companies between roughly ten and two hundred people. The buyer is the founder or CEO, sometimes the board. The sale is personal and the engagement is sticky once it starts, which means every new client is worth a lot and the practice is capacity constrained. You do not need volume. You need the next three right ones.

We do not start from a list of companies that match your industry filters. We start from the question "who has the problem you solve, right now, and can we see it from the outside?" For fractional executives, a bullseye account usually has all four of these.

• A company at the stage where your function has outgrown the founder or the generalist running it, usually visible through headcount, revenue signals and who is currently listed in the role
• A recent event that makes the gap urgent: a raise, a board formed, an audit, a first enterprise customer, a failed hire, a departure
• No one senior in your function on the team page, or someone junior carrying a title above their experience
• A founder who is publicly talking about scaling, which tells you where their attention is

Triggers are what separate a prospect from a name. These are the ones that matter most in this segment, and each one is something we can observe and date, so the angle can say "this happened in June" rather than "you might be experiencing."

• Seed, Series A and Series B announcements, which come with board expectations for a real finance, marketing or sales function
• A job posting for a senior role in your function that has been open for more than sixty days, which usually means the budget is real and the full time hire is not landing
• A departure in your function: the VP of Marketing who just updated their profile to a new company
• First hires below the leader: a company that hires two SDRs with no sales leader has a CRO shaped hole
• Fundraising preparation signals, such as a new investor relations page or a data room vendor appearing in the tech stack
• Founder content about a problem in your domain: cash runway, pipeline, unit economics, operational chaos

The fractional angle names the stage and the gap without being rude about either. "You closed a Series A in March and you are hiring your first two AEs. The next thing that breaks at that point is usually comp plans and pipeline reporting, not the reps. That is a four week fix if it happens before the second quarter of selling." The founder should feel seen, not diagnosed.

Fractional executives tell us "my clients come from investors and other founders, I do not want to look like I am hunting." Right, so we do not hunt. We write to founders who are visibly at the stage where you help, we say what we see, and we offer one useful thing. The tone is a peer noticing something, which is what a good referral sounds like anyway. Volume stays low because your capacity is low, and that is a feature.

Send us your site and tell us what stage and kind of company you do your best work with. We come back with 10 companies at that stage right now, the trigger that puts them there, the founder or CEO we would write to, and the first line. Most fractional practices recognize two or three of the names and have never thought to contact them.

The review is free and it is the whole first step. If it is right, the managed engagement takes the same method and runs it every week: fresh account research, angle development, the sequence itself, reply monitoring and a plain summary of what is worth your time. Here is how the engagement works, and here is current pricing.