Thinking of going fractional or becoming a coach?
This morning, I met with a friend who, like many talented executives right now, is stuck in limbo. She’s had no trouble getting meetings—she’s a proven CMO and executive chief of staff—but after months of introductions, nothing is sticking.
Her story isn’t unique. I keep hearing the same questions from my connections: “Do I go fractional? Do I hang out a shingle as a coach? Why is no one hiring me?!”
Here are some ideas to help if you have been displaced, are going out on your own, or are struggling as a coach or advisor.
1. The market reality
Right now, senior executive talent is oversupplied. This seems particularly true in my area, technology and digital product management.
Many fractional CMOs, CTOs, and ex-C-suite leaders are competing for the same limited pool of roles. That’s why you may be getting “lots of meetings, lots of encouragement” but no contracts: companies are shopping around, not committing.
Fractional leadership and coaching are notoriously hard to break into unless you already have a strong referral pipeline. Most people who hang out a shingle as “fractional” or “coach” fail to get meaningful traction.
2. Positioning problem
If you are presenting yourself as another fractional exec or coach, you are indistinguishable. Positive feedback in meetings means people like you, but they don’t see an apparent, urgent reason to buy.
Executives hire specialists who solve expensive problems, not generalists with impressive titles.
3. Strategic pivots you should consider
Define a “$1M Problem”: You must identify one concrete, painful problem she can solve that has a direct line to revenue, cost savings, or growth. For example: “I help B2B SaaS firms cut their customer acquisition cost by 30% in 90 days.” That’s sharper than “fractional CMO.”
Create a productized offer: Not “hire me” but a structured sprint, playbook, or workshop with a defined price and outcome. Companies are far more likely to test a $10K sprint than commit to a $20K/month retainer.
Go industry-specific: Broad “marketing leadership” doesn’t sell. But “brand transformation for healthcare startups” or “demand-gen systems for industrial B2B firms” makes her ownable.
Flip the model: Instead of pitching herself as a leader-for-hire, pitch outcomes. Example: “I build investor-ready growth narratives in 30 days” or “I turn chaotic executive teams into aligned operating systems.”
4. Business development discipline
Networking coffees are dead ends if you can’t convert them. You must shift from “positive conversations” to direct offers.
Build credibility by publishing thought pieces (short LinkedIn insights, frameworks, playbooks). This separates you from the mass of unemployed execs.
Start with one pilot client—even free or discounted—to generate a testimonial and case study. Momentum comes from proof, not theory. For this one, I also highly recommend getting really clear on the outcomes you deliver with a metric.
5. Mindset reality check
You can’t wait for the market to “recognize your value.” You must manufacture demand by defining a niche, creating an offer, and showing up as an authority.
Bottom line
The senior-level job market is brutal right now, and many are on the sidelines. The most effective path out is to stop chasing roles and design a business around solving one painful problem better than anyone else.
Let me know what resonates and what doesn't, as there are many options you can take!