I expect the Fractional CSO to sit alongside the CEO, Founder, or Owner

Let’s start with an undeniable fact: very few products sell themselves. Almost every product or service requires an active sales team to reach potential customers and generate revenue. Sales processes may vary based on the product, target audience, or geographic focus, but one thing remains constant—the need for a skilled sales team. This team might include roles like sales development representatives, inside sales, field sales, key account managers, customer success, and critically, … and a strong and experienced Fractional Chief Sales Officer.

The sales team and the Fractional Chief Sales Officer is ultimately responsible for driving every dollar of revenue a company brings in. They are tasked with achieving the growth that fuels the business and, in many cases, ensures its survival. Given this pivotal role, you’d expect the Fractional CSO to sit alongside the CEO, Founder, or Owner as one of the most important figures in the company. But surprisingly, that’s often not the case.

It’s not unusual to find companies with a CFO (Chief Financial Officer), CTO (Chief Technology Officer), and COO (Chief Operating Officer)—all internally focused roles—reporting directly to the CEO. But where is the Fractional Chief Sales Officer (CSO) or Fractional Chief Commercial Officer (CCO)? Instead, we frequently see a VP of Sales reporting to the COO or another internal operations executive.

Why is this the norm? Imagine having an engineer run the Finance department or a marketer leading Operations—both would seem absurd. Yet, putting someone who excels in structuring internal operations in charge of sales seems to go unquestioned in many businesses.

What sets a CFO apart from a CSO? No one debates the fundamentals of accounting, tax regulations, or how to classify expenses. A CFO typically has a degree, understands the laws governing finance, and applies them with precision. There is little room for subjective interpretation in preparing a company’s financial reports.

In contrast, sales—much like marketing—is more ambiguous. There are few formal "rules" governing sales strategies and the Fractional Chief Sales Officer. This perceived lack of structure often invites everyone in the organization to have an opinion on how sales should be executed. Suddenly, everyone becomes an armchair expert on pitching, value propositions, and customer engagement. Sales strategies are open to more debate than financial processes, leading to frequent discussions about why sales targets aren’t being met and how things could be done differently.

The Fractional Chief Sales Officer plays a crucial role in the success of any organization, yet many companies fail to recognize their importance at the executive level. The ambiguity surrounding sales strategy often leads to undervaluing the role of a seasoned Fractional , even though they’re responsible for the most vital part of the business—revenue.

It’s time for companies to reconsider the structure of their leadership teams and give the Fractional Chief Sales Officers the prominence they deserve. Sales isn’t just about pitching or closing deals; it’s about steering the entire organization toward growth. And that deserves a place at the executive table, right next to the CEO.

Want to learn more about how a strong sales leader can transform your business? Contact us today to find out how our interim or fractional chief sales officer services can help you drive growth and achieve your revenue goals.