What can a Fractional Revenue Leader Do?

What can a Fractional Revenue Leader Do?

Small business owners are often faced with a decision dilemma of hiring the right leader for their leadership team. The two ends of the spectrum are:

  • The leader that I know and want for my business is not affordable
  • The leader that I can afford will be different from the leader I want.

There is no more need to struggle with this dilemma! The proliferation of fractional services now enables business owners to get the quality leader that they want at an investment level they can afford. Alignable’s August Small Business Labor Report found that 32% of SMB employers are focused on hiring contractors and part-timers. 

While the leadership positions are part-time, there’s still much to do! So, setting up the fractional engagement for success is crucial to ensure all expectations are aligned. When you boil it down, there are three high-level categories to consider. Using the context of a Revenue leader:

  • Leadership, Management, and Accountability (LMA): Developing and leading sales and marketing teams.  
  • Building: Implementing or optimizing the sales and marketing infrastructure for ongoing improvement
  • Doing: Doing the work. Active participation in sales cycles

This differentiation can be helpful when scoping, setting expectations, and for ongoing communications. Let’s peel back each of them…


Developing and leading a team is typically the most impactful way a sales or revenue leader spends their time. Long-term sales success is contingent on the ongoing development of the sales reps. So, when the sales team is developed, the entire team’s performance grows exponentially.

This is a big problem in many small businesses when they elevate their best sales rep to be a manager, which can be a big mistake. Sales can be positively affected by this setup in the short term. Still, the long-term impact is that the sales team does not realize their potential from a development perspective.

From sales leadership to graphic design, there are countless functions within the revenue department. Outsourcing many of these functions may be a great play for small businesses, especially with the marketing disciplines. So, vendor management falls into the LMA category. This can take a huge load away from the Visionary/Founder.


We view “building” as the process of building or optimizing infrastructure. If nothing exists, building involves developing processes and associated KPIs to get to the point of having a basis for ongoing improvement. For companies that run on EOS, ongoing improvement happens in annual and quarterly planning meetings to set “Rocks” (building priorities) that can then be tracked in weekly L10s, 

“Building” then might mean building new processes or possibly optimizing existing ones to improve on existing metrics or input new ones.

Building can be a challenge for a Fractional Revenue Leader for a couple of reasons:

  1. Capabilities – A wide variety of disciplines are needed in the revenue space (sales process, content writing, graphic design, etc.). I have yet to find the unicorn that has all of these capabilities, so the Revenue leader needs to lean on other resources to help with building.
  2. Bandwidth – Fractional leaders typically have a consistent amount of time allocated for each of their clients. So, they do not have a surplus of extra time to be able to add or remove scope every quarter to support building. 

Fractional firms like Convergo might have the back office bandwidth to support their clients from a building perspective while the Fractional Revenue Leader is fulfilling their normal scope of duties.


The need for “doing” the work in the revenue space might involve countless different functions:

  • Sales: Strategic relationships, managing sales opportunities, outbound prospecting, sales engineering, 
  • Marketing: Content writing, graphic design, web design, web development, SEO, social media management…

Like building, the unicorn that can do all these things does not exist on this planet. That said, a Fractional Revenue leader can perform any of this work if they have the skills and the time.  

One unique way that we help with “doing” at Convergo is that we can place a Fractional Sales Professional for the visionary that is ready to take off the sales hat or needs to complement a sales team to approach a new market.


In a perfect world, some would argue that a leader is supposed to spend all of their time enabling their team to perform and drive results by leveraging their LMA skills and abilities. The reality of small business is that leaders sometimes need to wear many hats, so more than LMA might be required.

In closing, it is essential to have complete clarity about what a fractional leader will be doing before they come on board. An experienced, fractional leader will have a process to ensure that this is understood and included in a tight statement of work before an engagement begins.

Benefits To Focus On Cross-Selling To Your Clients

Benefits To Focus On Cross-Selling To Your Clients

B2B services organizations typically have goals to grow their business.  The interesting thing is that they often miss the biggest opportunity to grow that is right under their nose. It is pretty hard to argue that it is a lot easier ot sell to current clients than to new ones. Most quoted statistics reference that it is 10x more expensive to sell to a new client than en existing one.

Five benefits to focusing on cross-selling to your clients.

  1. Increased revenue: Cross-selling allows B2B organizations to generate additional revenue streams by selling complementary or related services to existing customers. By offering a broader range of services, organizations can tap into new revenue opportunities without incurring significant customer acquisition costs.
  2. Deepening customer relationships: Cross-selling services is an effective strategy for strengthening relationships with existing customers. By expanding the range of services provided to a customer, B2B organizations deepen their engagement and become more embedded in the customer’s operations. This increases customer loyalty and reduces the likelihood of them seeking alternatives from competitors.
  3. Competitive advantage: Cross-selling can provide a competitive advantage by differentiating the B2B organization from its competitors. Offering a comprehensive suite of services that addresses a customer’s diverse needs can make the organization more appealing and valuable to customers. It positions the organization as a one-stop solution provider, giving them an edge over competitors who may offer a more limited range of services.
  4. Cost savings: Cross-selling to existing customers is generally more cost-effective than acquiring new customers. The B2B organization already has an established relationship with the customer, reducing the need for extensive marketing efforts and associated costs. Additionally, existing customers are more likely to be receptive to cross-selling efforts as they already trust the organization and value the existing services provided.
  5. Market expansion: Cross-selling services can open doors to new markets or customer segments. By identifying additional services that cater to different industries or sectors, B2B organizations can enter new markets with existing customers. This diversification reduces dependence on a single market segment and helps mitigate risks associated with market fluctuations.

Maximize Your Efforts

To maximize the effectiveness of cross-selling services, B2B organizations should focus on understanding their customer’s needs, developing a comprehensive service portfolio, training sales teams to identify cross-selling opportunities, and maintaining strong customer relationships through ongoing communication and support.

Download Your Cross-Selling Potential Questionnaire