Expert interviews are a powerful tool for gaining specialized knowledge, validating strategic decisions, and avoiding costly missteps. Whether you’re a business leader, investor, or consultant, speaking directly with an industry expert can provide insights that would take months to gather otherwise.
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By offering a unified approach to sales talent—whether through fractional executives, full-time placements, or expert advisory—we provide businesses with the right level of leadership, at the right time, in the right way.
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To better understand the financial opportunity within this market, we attempt to calculate the Total Addressable Market (TAM) and the Serviceable Accessible Market (SAM) for fractional sales leadership, using a purely demand-centric approach.
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Stepping into the shoes of an interim or Fractional Sales Manager requires more than just a stellar resume. It’s a role that demands versatility, adaptability, and a high tolerance for ambiguity.
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Have you ever bought something despite disliking the salesperson? If you did, you probably remember feelings of frustration, pressure, or regret. While the product itself might have been fine, the negative experience likely left a lasting impression.
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“How much is it?” It’s a fair question. But when it comes at the very start—before any discussion of process, deliverables, or outcomes—it presents a challenge.
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In the world of manufacturing, innovation is often synonymous with product development. Companies invest heavily in R&D, refining production techniques, and optimizing supply chains. However, when it comes to organizational structures, particularly sales leadership, innovation is far less common.
Read MoreTo better understand the financial opportunity within this market, we attempted to calculate the Total Addressable Market (TAM) and the Serviceable Accessible Market (SAM) for fractional sales leadership, using different approaches, and leveraging available macro-data, data from our own recent study, and documented assumptions.
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The perception that a fractional sales leader is less dedicated to a company’s mission than a full-time hire often creates hesitation. Compounding this dilemma is the reality that many small or scaling businesses simply cannot afford a senior full-time sales leader. As a result, they frequently look for junior team members with the hope that these individuals will "grow with the company."
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When it comes to leadership, there’s no room for compromise. The stakes are too high, and the potential cost of missteps is far greater than the upfront savings of hiring cheap talent.
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