A few months ago, I hit a wall.
Our startup was growing faster than I expected. Great news, right? Sort of. Orders were coming in. Our team had doubled. But behind the scenes, everything felt shaky. There were too many decisions and not enough direction. I knew I needed help—someone experienced. Someone who
had done this before.

But hiring a full-time executive? That felt like too much. Too expensive. Too permanent.

So, I started looking into fractional executives.

At first, I didn’t really get how it worked. Could someone work just a few days a week and still
make a real impact? Would they feel connected to the team? Would they care?

Turns out, the answer was yes across the board. But only if you hire the right one. Here's how I did it and what I’d do differently next time.

Step 1: Recognize You're Not “Failing” by Asking for Help

Let me say this clearly—needing help doesn’t mean you're failing. It probably means you're
succeeding.

In my case, the business had outgrown my skill set in a few areas. I could still see the vision. I could still talk to customers and drive products. But when it came to building proper
systems—finance, HR, operations—I was in over my head.

If you’re in a similar spot, don’t wait too long. Fractional executives aren’t just for big
companies. They’re for founders who want to keep moving forward without burning out or
crashing.

Step 2: Figure Out What Kind of Leader You Actually Need

This part took longer than I expected.

I thought I needed someone “to help run things.” That’s too vague. If you’re not specific, you’ll waste time talking to great people who aren’t the right fit.

So, I sat down and listed all the things that were stressing me out:

• I was reviewing every invoice myself
• There was no hiring plan
• Our reporting was patchy and late
• The team had no clear owner for ops

Turns out, I didn’t need a generalist. I needed someone who could take over operations and
finance without needing constant hand-holding. That helped me narrow down exactly what I was looking for.

Step 3: Write a Realistic Scope (Not a Wish List)

Once I knew the role, I wrote a short, clear scope.

No buzzwords. No “rockstar executive” fluff.

I broke it down into 3 main categories:

1. What they’d own – weekly reporting, hiring plans, vendor management
2. What outcomes I expected – clear workflows, better cash visibility, smoother hiring
3. How we’d work – part-time (2–3 days/week), mostly remote, available for team check-ins

If you try to cram in every problem you’ve ever had, you’ll scare people off. Start small. Focus
on the highest-impact areas.

Step 4: Go Beyond LinkedIn

I didn’t find my fractional exec on LinkedIn. I found her through someone I met in a founder
forum.

I posted a short message explaining what I needed. Not a job post, just a story: "We're growing fast. I need someone who's walked this path before. I can't afford to work full-time yet. Any ideas?"

People replied. And one intro turned into a great conversation.

That’s the power of asking in the right places. Try founder Slack groups, industry communities, or even your investors’ networks. Fractional executives often don’t advertise, they get recommendations by word of mouth.

Step 5: Ask Real-World Questions, Not Just Background Stuff

When I interviewed my top candidate, I didn’t care where she went to school. I didn’t take a
fine-tooth comb to her resume.

I asked:

• What would you do in your first 30 days?
• Have you ever worked with a small team that’s grown fast?
• How do you help founders let go without feeling left out?
• What does success look like to you in a role like this?

Her answers were clear, honest, and specific. That’s what won me over. I wasn’t looking for a genius—I was looking for someone who’d been in the trenches and still wanted to get their hands dirty. Her hands-on experience and confidence in what she could do for my company was more important than how impressive she looked on paper.

Step 6: Try Before You Commit Long-Term

We agreed to work together for 6 weeks as a trial. No fancy contract. Just a simple agreement and a shared Google Doc of what we hoped to achieve.

This helped both of us. She wasn’t locked into a long commitment. I wasn’t risking a huge chunk of our budget. We treated it like a test—and it worked.

By week four, I knew we wanted to extend the arrangement. But if it hadn’t worked? No hard
feelings.

Step 7: Don’t Micromanage—but Don’t Disappear Either

This was a learning curve for me.

At first, I kept checking in constantly. I’d send DMs, jump into calls, ask for updates. I was so used to doing everything that I couldn’t let go.

Eventually, she sat me down and said, “Trust me to lead, or I can’t really help you.”

That stung a little. But she was right.

So, I started doing weekly check-ins instead. Quick 30-minute syncs to stay aligned. The rest of the time? I gave her space to work. That’s when things started to click.

Step 8: Watch How the Team Responds

This surprised me.

Within two weeks, our junior team members were coming to me saying, “I finally know who to ask” and “This feels way more organized.”

That’s when I knew she wasn’t just helping me—she was helping the whole company feel more connected, confident, and clear.

That’s what the right fractional executive does. They don’t create noise. They clear the fog.

Step 9: Keep the Door Open, Even After They Leave

After six months, we had most of the systems we needed. We were ready to bring in a full-time hire.

Our fractional leader helped with the handoff. She even trained a new person. And now, months later, I still check in with her when I need advice.

Hiring her wasn’t just a one-time fix. It gave us direction, structure, and relationships we still
lean on.

Final Thoughts

Hiring full-time execs is tough. Expensive. Risky. Sometimes, you need something in between. That’s why fractional executives exist.

But don’t treat it like a shortcut. Take the time to find someone who fits your team, your stage, and your goals. Be honest about what you need. Set clear expectations. And give them space to
lead.

It’s not about filling a title. It’s about filling a gap with someone who knows how to move things forward.

If you're stuck like I was, maybe it’s time to stop going at it alone.

You might be just one great part-time hire away from your next big leap.

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Disclaimer: this article includes a paid product promotion.