Maximizing Sales Performance: The Critical Importance of Compensation Planning

Maximizing Sales Performance: The Critical Importance of Compensation Planning

By soshaughnessey0 Comments

In B2B sales organizations, ensuring a robust sales force capable of adapting to market fluctuations and corporate objectives is paramount. Among the myriad factors contributing to sales teams’ success, two elements emerge as particularly crucial: the design and timely dissemination of compensation plans.

At the heart of a well-oiled sales organization lies the principle of trust, a currency of immense value in building a healthy sales culture. Transparency and punctuality in rolling out compensation plans are not merely administrative duties but foundational to establishing trust within the sales team. As we edge closer to the end of the year, the urgency of having these plans in place by January 1 cannot be overstated. Delays in distributing compensation details not only seed doubt and uncertainty but can significantly impede the sales momentum critical in the initial months of the fiscal year.

Understanding the weight of this responsibility, it’s imperative for CEOs, CFOs, and sales managers to appreciate the broader implications of compensation plans on the sales organization’s trust. These plans serve as a tangible manifestation of the company’s priorities and a roadmap for sales personnel to align their efforts with overarching business goals. More than a mere outline of potential earnings, they encapsulate strategic objectives, incentive mechanisms, and performance expectations.

In crafting these plans, it is essential to consider holistically the company’s strategic direction, market positioning, and the sales force’s role in realizing corporate ambitions. Compensation plans should not only reflect a company’s immediate revenue objectives but also its long-term growth aspirations. They ought to incentivize behaviors that align with the company’s strategic initiatives, such as penetrating new markets, enhancing customer retention, or diversifying product portfolios.

Moreover, the process of developing and communicating these plans must be imbued with clarity, foresight, and empathy. It’s not enough to dictate terms; there must be a dialogue—a genuine effort to convey the rationale behind compensation structures, changes, and expectations. This transparency ensures that sales professionals are not just recipients of a policy but active participants in a shared mission.

Timing plays a crucial role in this equation. The goal of distributing compensation plans well before the year’s end cannot be understated. This preemptive approach allows for necessary dialogues, adjustments, and mental preparations, ensuring that sales teams hit the ground running come January 1. Such punctuality respects the personal and professional timelines of sales personnel and signals the organization’s respect for their role and contributions.

In essence, creating and disseminating thoughtful, timely compensation plans are fundamental to cultivating a motivated, aligned, and high-performing sales team. These plans are not static documents but living agreements that reflect the dynamic interplay between a company’s vision and its most valuable asset—its people. As businesses navigate the complexities of market environments and strive for growth, the strategic alignment facilitated by well-conceived compensation plans becomes an invaluable lever for success.

Immediate actions that you can use

Focusing on actionable strategies is key to making theoretical knowledge practical and impactful. Here are immediate action items readers can implement today to enhance their sales organizations:

  1. Review Your Current Compensation Plans:
    • Take a detailed look at your existing compensation structures. Are they aligned with your current business goals and market dynamics? This initial review is crucial for identifying areas that need adjustment or complete overhaul.
    • Action: Gather your sales leadership team for a briefing on current compensation structures. Initiate a discussion on how they align with company goals and market conditions.
  2. Set a Clear Timeline for the Roll-out of New Plans:
    • Establish a firm deadline for the new compensation plans to be communicated to the sales team. A good practice is to aim for a distribution date well before the new fiscal year begins, allowing time for feedback and questions.
    • Action: Draft a project timeline today that includes key milestones like plan finalization, team briefing sessions, and the deadline for official roll-out.
  3. Initiate Open Dialogues with Sales Teams:
    • Transparency and communication are vital in ensuring the sales team’s buy-in for the new compensation plans. Start conversations with your sales team about their current challenges and expectations for the upcoming plans.
    • Action: Schedule a series of feedback sessions or one-on-one meetings with sales representatives over the next week to gather input and address concerns regarding compensation plans.
  4. Align Compensation Plans with Strategic Goals:
    • Ensure that the new compensation plans are not just numbers but are strategically designed to drive the behaviors and outcomes that align with the company’s long-term objectives.
    • Action: Convene a meeting with key stakeholders in sales, finance, and strategic planning today to ensure the alignment of compensation plans with the company’s strategic goals.

Implementing these action items promptly can significantly enhance the effectiveness of your sales team, align efforts with strategic goals, and foster a culture of trust and motivation within your organization.

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The Art of Sales Compensation: Balancing Motivation and Goals

The Art of Sales Compensation: Balancing Motivation and Goals

By soshaughnessey0 Comments

Few topics in sales stir as much discussion and attention as compensation plans. The proper compensation structure can ignite a team’s performance, attract top talent, and drive a company toward its strategic goals. Conversely, a poorly conceived plan can lead to demotivation, high turnover, and missed targets. This discussion delves into the intricacies of designing compensation plans that motivate and align with a company’s broader objectives, offering insights for salespeople, sales managers, and CEOs alike.

Compensation in sales is not just about rewarding past successes; it’s a strategic tool that shapes future behavior. The fundamental premise is straightforward: sales professionals are motivated by earnings potential. Yet, applying this premise within compensation plans can be complex, nuanced, and sometimes contentious. It’s essential to balance base salary and variable compensation, ensuring sales representatives are adequately supported and incentivized to pursue new business aggressively.

The debate between 100% commission versus a guaranteed salary represents the spectrum of risk and reward in sales compensation. On one end, a 100% commission plan offers unlimited earning potential but lacks security, potentially leading to a high-stress culture and a short-term focus. It also makes it much more difficult to recruit younger sales superstars who may not have the financial security to afford a 100% commission compensation plan. Conversely, a guaranteed salary provides stability but might dampen the urgency and hunger that drive sales excellence. The consensus among seasoned sales leaders points to a balanced approach, often epitomized by a 50/50 split between base salary and variable compensation. This structure aims to provide a safety net while ensuring sales efforts directly impact earnings.

Understanding the market potential within a sales representative’s territory is critical when setting quotas and compensation. For larger teams, the ability to average performance across the group can help smooth out individual variances. However, in smaller teams or founder-led sales organizations, each member’s contribution is magnified, demanding a more nuanced approach to quota setting. Regardless of team size, aligning individual quotas with company objectives requires a blend of data analysis, market insight, and an appreciation for each territory’s unique challenges and opportunities.

Beyond the structure of compensation plans, the timing and criteria for payouts are pivotal. Monthly payouts can incentivize immediate results and help maintain momentum, whereas quarterly payouts may lead to strategic deal timing but can also introduce cash flow challenges for sales professionals. Moreover, compensation plans should evolve in tandem with a company’s strategic goals, ensuring that sales efforts are aligned with the organization’s overarching priorities.

Crafting effective sales compensation plans is both an art and a science. It demands a deep understanding of human motivation, a clear vision of company objectives, and a commitment to fairness and transparency. By carefully designing compensation structures that reward performance, foster team collaboration, and support long-term strategic goals, companies can create a sales culture that not only meets targets but exceeds them, driving growth and success in the competitive world of B2B sales.

Immediate Action Item 1: Evaluate and Adjust Your Compensation Structure

Assessment of Current Plans: Begin by thoroughly assessing your current sales compensation plan. This involves evaluating how well the existing structure supports your company’s strategic goals and motivates your sales team. Are your sales representatives meeting their targets? Do they feel motivated and supported? These questions can uncover valuable insights into the effectiveness of your compensation plan.

Balanced Compensation Review: Reflect on the balance between your organization’s base salary and variable compensation. Does it align with the 50/50 split recommended by seasoned sales leaders? If not, consider adjusting this balance to provide both security and incentive to your sales team. This balance is crucial for motivating your team while ensuring they are adequately supported.

Action Steps:

  • Survey your sales team to gather feedback on the current compensation plan.
  • Analyze sales performance data to identify patterns or areas for improvement.
  • Consult with HR or compensation specialists to explore potential adjustments.
  • Implement a pilot program for a new compensation structure in a small team or region to measure its impact before a company-wide rollout.

Immediate Action Item 2: Align Compensation with Strategic Goals and Territory Potential

Quota Setting and Territory Analysis: It’s essential to align individual quotas with the sales territory’s potential and the overarching company objectives. This alignment ensures that sales efforts are directed towards strategic goals, optimizing both individual and team performance.

Compensation Plan Evolution: Regularly review and update your compensation plans to align with your company’s strategic goals. This might mean adjusting the payout criteria, the balance between base and variable compensation, or the targets set for sales representatives.

Action Steps:

  • Conduct a territory analysis to ensure realistic quotas align with market potential.
  • Set up a quarterly review process for the compensation plan to ensure it remains aligned with company objectives and market conditions.
  • Engage sales managers in discussions about territory potential and strategic goals to ensure their input is considered in compensation planning.
  • Communicate changes in compensation plans clearly and effectively to the entire sales team, ensuring they understand how these changes benefit both them and the company.

Implementing these action items can lead to a more motivated sales team, better alignment with strategic goals, and improved sales performance. Remember, the key to successful sales compensation is not just in the design but in the ongoing evaluation and adjustment to meet the evolving needs of both your sales team and your company.

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Two Tall Guys Talking Sales – Mastering Sales Compensation: Strategies for Business Growth – Episode 58

Two Tall Guys Talking Sales – Mastering Sales Compensation: Strategies for Business Growth – Episode 58

By soshaughnessey0 Comments

Are you struggling to create a sales compensation plan that aligns with your business goals and motivates your sales team? Look no further! In this episode of Two Tall Guys Talking Sales, hosts Kevin Lawson and Sean O’Shaughnessey dive deep into the intricacies of crafting effective sales compensation plans. With decades of experience in sales and management, Kevin and Sean share invaluable insights on how to set up your sales team for success. Whether you’re a startup aiming for your first million or an established business looking to optimize, this episode is a must-listen!

Key Topics Discussed

  • The Importance of Timely Compensation Plans: Why releasing compensation plans in line with the fiscal year is crucial for sales teams.
  • Simplicity is Key: The need for straightforward, easy-to-understand compensation plans.
  • Aligning Compensation with Business Goals: How to incentivize behaviors that align with your company’s objectives.
  • Understanding Costs and Profitability: The role of CEOs and CFOs in determining the budget for sales commissions.
  • Attracting Talent with Compensation Plans: How a well-structured plan can be a recruitment tool for top sales talent.

Key Quotes

  • Kevin Lawson: “Compensation plans are the bedrock for someone’s income. And we should treat it as such, not as a cost line.”
  • Sean O’Shaughnessey: “The magic of writing a great compensation plan is to make sure that you maximize the things that you want to maximize to grow your business within that budget that you put together.”

Additional Resources

Summary

Don’t miss out on this episode if you want to revamp or create a sales compensation plan that works. Kevin and Sean offer a comprehensive guide that covers everything from the timing of releasing plans to aligning them with your business goals. Tune in to Two Tall Guys Talking Sales and equip yourself with the knowledge to build a compensation plan that retains and attracts top sales talent. Start setting your sales team—and your business—up for success today!

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August Newsletter

August Newsletter

By soshaughnessey0 Comments
I hope you enjoy my August Newsletter

I hope you enjoy my August Newsletter

Published: Tue, 08/15/23

—
Sean O’Shaughnessey
CEO and President
New Sales Expert LLC
[email protected]
513.348.8700

6561 Bluegrass Way
Mason OH 45040
US

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The Kaivac Impact: Harnessing Faith, Innovation, and Sales Excellence in the Cleaning Industry

The Kaivac Impact: Harnessing Faith, Innovation, and Sales Excellence in the Cleaning Industry

By soshaughnessey1 Comment

Bob Robinson, Jr., and his mechanical-engineer father, Bob Robinson, Sr., came up with the idea for a product the world truly needed 25 years ago: a “no-touch” restroom cleaning machine. Their company, Kaivac, is a Hamilton, OH-based manufacturer of cleaning machines. Hamilton is a suburb of Cincinnati, OH.

Bob Robinson, Jr.

“We were on our hands and knees, crawling around the bathroom,” recalls Bob, Jr. “It was disgusting. We said, ‘There’s got to be a better way.'” 

Through hard work and dedication, the Robinsons created the KaiVac to help solve that initial problem in public restrooms. Over the years, they grew the idea to create dedicated machines to clean kitchen floors, hallway floors, and grocery displays. Beyond its bathroom cleaning technology, it has expanded into floor cleaning and spill response machines and has 18 patents with 16 pending.

Along with growing their manufacturing capabilities, they also grew their sales capabilities. They adopted a hybrid strategy of selling through distribution and selling directly to key customers. Their direct team, under the leadership of Bob Robinson, Jr., who had taken on the role of VP of Sales, closed many enviable customers with massive deals, including Walmart, Kroger, and Target.

They realized that they needed to step up their sales professionalism after having a down year during COVID after having a record-breaking year the year before. They wanted to grow to $75 million in annual revenue within three years and a Big Hairy Audacious Goal (BHAG) of $1 billion in annual revenue within 20 years. 

Bob Jr. says Kaivac is just getting started. “At 20 to 25 years in business, you’re at an inflection point where you’ve got resources, tenure, and history and have been through ‘adolescence,'” he says. “Now is the chance to build a professionalized organization.”

They contacted New Sales Expert LLC as the nation was coming out of the global pandemic, but before all the supply chain problems had paused. New Sales Expert LLC is a fractional vice president of sales consultancy. Sean O’Shaughnessey, the CEO of New Sales Expert, is aligned with SalesXceleration and has 38 years of experience in sales and sales management.

According to Sean, “Kaivac is a joy to work with. They are the shining star of Hamilton, OH, and Butler County. They had so much raw potential when I walked in the door; all I had to do was to focus their energy and enthusiasm on working smarter and just a little harder.”

Building an organization with a heart

Bob Robinson, Sr.

Kaivac had a great culture to build on to make a great sales culture. Before Sean showed up, the company leadership had already developed their One-Page Strategic Plan and their “Why?” statement that reflects the owners’ Christian faith: “To glorify God by using KAIVAC as an instrument for Good.” 

In addition to the “Why?” statement, they had drafted an acronym called FIGS that conveys the “heart” of the company. FIGS—which appears on signs that hang on the factory floor and in break rooms—stands for 

  • F: “First shall be last, last shall be first.”
  • I: Integrity—as in “The truth shall set you free.”
  • G: Golden Rule—meaning “treat others how you want to be treated.”
  • S: Servant’s Heart, as in “We are in a race to help people.”

The company uses the first three letters of its name–KAI–to inspire the team’s thinking and actions. These letters stand for inspiring phrases such as: “Keep At It,” “Keep Always Improving,” “Keep Attempting the Impossible,” and “(creates) Kick-Ass Inventions.” 

Prioritizing net income and growth

Sean’s first change was to make a compensation plan that motivated the sales team to sell bigger deals and to sell them quickly. Kaivac implemented a 50/50 plan in concert with defined territories to keep the Key Account salespeople focused on the goal of more significant and profitable orders.

After the motivation component was in place, it was time to help the team learn how to sell big deals more repeatedly. The big deals of the past had been challenging to work on and, while very profitable, had been disruptive to close. Sean encouraged the company to read John McMahon’s book, “The Qualified Sales Leader,” and with that tome as inspiration, quickly deployed MEDDPICCC to help them qualify deals. 

MEDDPICCC by itself is not enough. The company had already licensed Salesforce, one of the highest-rated CRMs on the market, but Sean put MEDDPICCC into the various stages of the sales process to ensure that the salespeople knew all the required information about a big deal. Sean also created dashboards within Salesforce to track deal progress at the management level. The company implemented Sales Plans for Key Accounts and the Power Matrix to document the most influential people in the customer’s decision-making process.

The very first big deals that the company found after Sean started to help them also benefited from the Decision Timeline. The Decision Timeline is a tool to allow the sales team to walk through the entire decision-making process of the customer to understand all of the steps required to make a significant investment decision. It allowed frank and honest conversations to take place with the prospect as the team worked to close the largest deal in the company’s history to date.

Time to run on their own

Mike Perazzo, Allen Randolph, Bob Robinson, Jr., and Nick Wehby after passing their Certified Sales Leader exams.

As with most of the assignments with New Sales Expert, LLC, the goal is to allow the company to run independently. Bob Robinson Jr. was the company’s VP of Sales. Still, he needed to shed those responsibilities to help run the entire company. To finish the transition, Bob and three of his leaders took SalesXceleration‘s Certified Sales Leadership course delivered by Sean O’Shaughnessey. 

The Certified Sales Leader (CSL) designation is the country’s most comprehensive sales leadership certification program offered. CSL leadership training and certification will prepare you with the analytical, tactical, and strategic sales management skills needed to drive revenue growth now…and into the future. CSL training expands the skill set of a Sales Manager by providing coaching, techniques, and tools to lead a successful sales team. 

All four Kaivac leaders passed the CSL test. One of them, Mike Perazzo, was tagged to take over as Executive Vice President of Sales. According to Mike, “Sean is a master coach for helping shape sales process and methodology. Following his methods will help grow sales faster, transactionally, and strategically. Often a couple of pieces of the puzzle are missing, and Sean helps quickly identify them.

You have everything to gain by having Sean look at your current approach. He is a change agent and disruptive to the status quo. Pushing the pace and flow of deals is his sweet spot. I am a better sales leader because of my time with him.”

Bob Robinson, Sr., and Jr. with their sales team celebrating a recent patent award

Sean O’Shaughnessey of New Sales Expert, LLC states, “Kaivac is a wonderful company. They have created a line of machines that gives pride to the workers in one of the toughest jobs in America – keeping things clean. They are focused on the success of their customers and their employees. They had all of the raw skills within their sales team to be a great sales organization; they only needed me to focus them on activities and techniques that allowed them to close bigger deals faster and at a higher profit level.”

“If anyone works in a clean building with clean restrooms and hard surface floors, they are either cleaning it with Kaivac technology or paying too much for that cleanliness,” Sean explains.

Revenue and profitability have grown since Sean helped Kaivac develop a higher level of sales professionalism. Recent results have shown a dramatic increase in revenue and profitability. The sales and revenue growth have allowed the entire family of Kaivac to prosper. The Robinsons have always considered their employees an extension of their family. The company’s prosperity is passed along to team members through a bonus structure for the whole company. It all fits into the spirit of Kaivac. Bob Jr. says, “Our organization was built to have heart.”

If you want to learn more about Kaivac, you can head to their website at www.Kaivac.com. You should also check out this video: The Story of Kaivac. Kaivac is on its way to outer space on revenue growth, and everyone should check out their entertaining Q3 kickoff video about the growth of Kaivac.

To learn more about Fractional Sales Management and how it can help your company, go to www.NewSales.Expert.

The Story of Kaivac
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May Newsletter Featuring Information About Fractional Executives

May Newsletter Featuring Information About Fractional Executives

By soshaughnessey0 Comments
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Fractional Executives Are Better Than Consultants For Driving Valuable Changes in Small Businesses

Fractional Executives Are Better Than Consultants For Driving Valuable Changes in Small Businesses

By soshaughnessey1 Comment

Change is inevitable, and small business owners must constantly adapt to stay ahead of their competition. While traditional consultants may offer valuable insights and recommendations, they often lack the hands-on commitment to implement these changes effectively. A consultant will write a report and presentation to advise management of required changes and then count on management to deploy the advice effectively. More than a report or playbook is usually needed to drive tangible results.

Enter the concept of a fractional executive. This innovative solution provides small businesses the strategic guidance and support they need to grow and evolve. In this blog post, we’ll explore the role of a fractional executive, discuss their benefits, and share tips for finding the right fit for your business.

A fractional executive is a seasoned professional who offers expertise and leadership on a part-time or project basis. These individuals often have extensive experience in their respective fields and can fill critical gaps in a company’s leadership team. From acting as a temporary CEO to guiding sales or financial strategies, fractional executives provide services tailored to your business’s unique needs.

The critical difference between a fractional executive and a traditional consultant lies in their level of commitment. While consultants often deliver a one-time report or set of recommendations, fractional executives are actively involved in the day-to-day operations of your business. They work closely with your team to implement changes, monitor progress, and adjust strategies as needed, ensuring that your business thrives in the long term.

Consultants can create beautiful reports using modern tools like Chat GPT. While a report generated by Chat GPT can provide valuable insights and recommendations for a business, it is crucial to recognize that such a report alone is insufficient to drive meaningful changes. To successfully implement and manage the recommended changes, businesses require a more hands-on and personalized approach that addresses their unique challenges and opportunities. A report can serve as an excellent starting point, but companies must invest in dedicated human expertise to ensure that the proposed changes are effectively integrated into their operations.

A Chat GPT report may be insufficient for driving change because it cannot fully account for the intricacies and nuances of each business. While AI-generated reports can be well-researched and informative, they may need a more profound understanding of company culture, team dynamics, and specific market conditions necessary to develop tailored strategies. On the other hand, a human expert can work closely with stakeholders, employees, and customers to gain a comprehensive understanding of the business’s unique needs and challenges, allowing them to develop and implement more effective change initiatives.

Additionally, change management requires ongoing support and guidance, which a Chat GPT report or an absentee consultant cannot provide. Implementing changes often involves overcoming obstacles, refining strategies, and addressing unforeseen issues that arise during the process. A human expert, such as a fractional executive, can provide the necessary support and adaptability to navigate these challenges and ensure the success of the change initiatives. By working closely with the business daily, they can monitor progress, identify areas for improvement, and make real-time adjustments to keep the change process on track.

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The Art of Motivation: Designing Sales Compensation Plans That Drive Results

The Art of Motivation: Designing Sales Compensation Plans That Drive Results

By soshaughnessey0 Comments

Designing an effective sales compensation plan is critical to any successful sales organization. A well-crafted plan motivates your sales team, drives revenue growth, and aligns the interests of both the company and the sales representatives. 

It’s essential to understand the impact of compensation on salespeople. Sales reps are highly motivated by money, and their income is directly tied to their performance. Incentives such as bonuses, commissions, and accelerators can all play a key role in driving sales performance. However, these incentives can have unintended consequences if not implemented correctly.

This blog post will explore various aspects of creating a successful sales compensation plan, including setting quotas, selecting base and variable pay, using accelerators, and employing rewards and contests. We’ll also discuss strategies for designing effective compensation plans for different types of sales roles and tips for continuously improving your compensation plan.

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Fractional Executives: The Cost-Effective Solution for Small Businesses in Need of Expertise

Fractional Executives: The Cost-Effective Solution for Small Businesses in Need of Expertise

By soshaughnessey1 Comment

Fractional executives are experienced professionals who work part-time or on a project basis, providing expertise and guidance to help businesses achieve their goals. Often, small businesses need more resources and expertise, making it difficult for them to achieve growth and success. While hiring a full-time executive may not be feasible due to the costs involved, fractional executives can provide a cost-effective solution to this problem. 

A fractional executive differs from a consultant, but the difference may confuse some. Typically, a consultant will provide advice and guidance, but they are separate from your company. A fractional executive works alongside your team, helps in company operations, and is responsible for the outcomes of those operations. They are an extension of your existing leadership team. In most instances, a fractional executive provides all of the responsibilities to your company as a full-time executive.

Cost-effective Expertise

One of the most significant benefits of using fractional executives is cost savings compared to a full-time employee with a similar amount of experience. Hiring a full-time executive can be expensive. Fractional executives work on a part-time or project basis, meaning companies can save money by only paying for the services they need. Additionally, businesses can avoid the costs of recruiting, hiring, and training a full-time executive.

As explained in the FRACTIONALS UNITED BLOG, it is essential to explore the cost of an FTE (full-time employee) compensation plan compared to fractional monthly retainers. The data is eye-opening!

According to data gathered (March 2023) by Salary.com, the median (50th percentile) core compensation (salary+benefits*) for the following C-Suite leaders is as follows:

  • Chief Financial Officer (CFO)- $558,999 ($46,583/mo) + 22% bonus
  • Chief Operating Officer (COO)- $622,672 ($51,889/mo) + 23% bonus
  • Chief Marketing Officer (CMO)- $464,651 ($38,720/mo) + 25% bonus
  • Chief Revenue Officer (CRO)- $408,619 ($34,051/mo) + 12% bonus
  • Chief Technology Officer (CTO)- $387,001 ($32,250/mo) + 15% bonus
  • Chief Human Resources Officer (CHRO)- $449,340 ($37,445/mo) + 25% bonus
  • Chief Talent Officer (CTAO)- $337,197 ($28,099/mo) + 20% bonus

Bonus comp and equity cash totals were excluded from this comparison since both are variable compensation, only sometimes guaranteed. The average percentage offered was noted instead.

The average monthly retainer for fractional executives starts at around $5,000 and goes upwards to $15,000 per month. Retainers vary depending on the experience, scope of work, and level of hourly commitment per month (i.e., 25%, 50%, or 75% commitment to the team/company). The retainer may be higher if the professional has more years of experience, is in high demand, or if the organization is in a large metropolitan area.

If we assume that any given fractional executive discipline is $10,000 per month, then:

  • Fractional CFO – 21% of an FTE
  • Fractional COO – 19% of an FTE
  • Fractional CMO – 26% of an FTE
  • Fractional CRO – 29% of an FTE
  • Fractional CTO – 31% of an FTE
  • Fractional CHRO – 27% of an FTE
  • Fractional CTAO – 26% of an FTE
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