ENGAGEMENT MODEL
Fractional CRO for B2B Technology Companies
A Fractional CRO is an experienced revenue executive who leads go-to-market strategy, sales execution, RevOps, pricing, pipeline, and forecasting on a part-time or project basis.
WHO IT IS FOR
Who is this service designed for?
CEOs whose company has outgrown founder-led selling, needs stronger GTM execution, or lacks dependable pipeline and forecast governance.
PROBLEM SOLVED
Which operating problem does it solve?
Stronger execution, clearer accountability, and a revenue system the internal team can continue to run.
WHEN TO HIRE
When should leadership hire this service?
- Founder-led selling no longer scales
- The board lacks confidence in pipeline and forecast
- A full-time CRO hire is premature or has failed
- Sales, marketing, RevOps, and customer success need one accountable operating leader
NOT A FIT
Who should not hire this service?
Do not hire this service if you want outsourced prospecting, commission-only closing, a motivational sales workshop, or advice without internal executive ownership.
FIRST 90 DAYS
What happens in the first 30, 60, and 90 days?
- Establish the revenue fingerprint and maturity baseline
- Audit ICP, pipeline, stages, forecast, leadership cadence, and CRM reality
- Align CEO and board on the few constraints that materially affect growth
- Install pipeline and forecast governance
- Clarify roles, definitions, decision rights, and executive scorecards
- Launch focused changes to GTM, channel, pricing, or team execution
- Operate the new cadence with leaders and sellers
- Measure adoption, conversion quality, forecast movement, and bottlenecks
- Transfer playbooks, dashboards, and ownership to the internal team
METRICS AFFECTED
Which metrics should leadership measure?
- Qualified pipeline coverage
- Stage conversion and velocity
- Forecast accuracy and stability
- Win rate and sales-cycle length
- Discounting and gross-margin quality
- Seller productivity and CRM adoption
EXPECTED RESULT
What result should a client expect?
Stronger execution, clearer accountability, and a revenue system the internal team can continue to run.
Results depend on market conditions, product, data, investment, team adoption, and execution. No commercial outcome is guaranteed.
WHY ANDRE MAGRINI
Why is Andre Magrini qualified to lead this work?
Andre Magrini combines revenue leadership, multi-market B2B experience, revenue operations, channel strategy, and independent research on AI, forecasting, analytics, and commercial decision-making.
CONCRETE CASE
What operating evidence supports the approach?
The AGI Brazil operation grew from approximately $35M to more than $150M through coordinated changes in commercial organization, channel execution, operating cadence, and P&L priorities. Additional KPIs remain withheld until source authorization is aligned.
Read the $35M to $150M+ operating caseENGAGEMENT OPTIONS
How can the work be structured?
| Engagement | Best used when | Primary deliverable | Decision at completion |
|---|---|---|---|
| Focused diagnostic | Leadership needs an independent baseline before committing resources | Evidence review, constraint map, scorecard, and decision memo | Stop, repair, sequence, or fund the next phase |
| 90-day operating build | The priority is known but definitions, cadence, controls, and ownership must be installed | Operating system, live reviews, documented decisions, and capability transfer | Continue internally, extend selectively, or define the permanent role |
| Fractional executive mandate | The company needs ongoing senior ownership while the market, team, or permanent position evolves | Executive leadership, board reporting, operating decisions, and team development | Transfer ownership, hire permanently, narrow scope, or renew against evidence |
Scope, availability, decision rights, confidentiality, implementation responsibility, and commercial terms are documented after the diagnostic. Pricing depends on mandate intensity and responsibility rather than a generic hourly package.
FAQ
What do buyers ask before engaging?
How much time does a Fractional CRO dedicate?
A Fractional CRO typically works one to three days per week, depending on the operating need. The cadence combines executive working sessions, forecast and pipeline governance, team coaching, and direct collaboration with the CEO and revenue leaders.
Can a Fractional CRO help hire a full-time CRO?
Yes. The engagement can stabilize the system, define the role, build the scorecard, support selection, and transfer ownership to the permanent executive.
What should improve in 90 days?
Leadership should have clearer pipeline evidence, consistent definitions, a more disciplined forecast, visible priorities, and an operating cadence the team can sustain.
What should leadership diagnose first?
Request a focused diagnostic of the operating constraint behind revenue or AI execution.
Request an AI Revenue DiagnosticWhich external evidence provides context?
Vendux reports an average fractional sales leadership assignment of 9.7 months and 14.6 hours per week in its 2025 market data.
BUYER DECISION
How should a CEO evaluate Fractional CRO leadership?
Evaluate the engagement against the operating system it must change, not only the number of hours purchased. A credible scope identifies the revenue decisions at risk, the baseline, the internal owners, the weekly cadence, the implementation responsibility, and the conditions for transferring ownership.
| Situation | Best starting point | Evidence to review |
|---|---|---|
| Founder remains the revenue system | Revenue maturity diagnostic | Decision bottlenecks, pipeline, manager capacity |
| Forecast is unreliable | Forecast and pipeline reset | Stage evidence, slippage, variance, aging |
| Full-time CRO role is unclear | Fractional operating phase | Scope, authority, cadence, permanent role design |
| Growth motion must scale | GTM and RevOps redesign | ICP, conversion, cycle time, channels, economics |
What should happen before a contract is signed?
Leadership should agree on access to data and people, the decisions the Fractional CRO may make, the implementation owner, the reporting cadence, conflicts, confidentiality, and the exit condition. The proposal should distinguish advisory recommendations from direct operating leadership.
Read the complete Fractional CRO guide, compare current engagement costs, and use the KPI library to define the starting scorecard.
What changes during the first 90 days?
The first phase establishes a reliable commercial baseline before prescribing a new organization or technology stack. The next phase installs the operating cadence, definitions, manager inspections, and decision rights required to change performance. The final phase tests whether the system works without depending on the Fractional CRO for every decision.
| Period | Executive objective | Evidence expected |
|---|---|---|
| Days 1-30 | Diagnose revenue constraints and align the mandate | Baseline, risk register, pipeline evidence, decision map |
| Days 31-60 | Install the operating system and repair priority gaps | Definitions, scorecards, cadence, owners, action log |
| Days 61-90 | Operate, measure, and transfer durable ownership | Forecast variance, conversion movement, adoption, role plan |
Which metrics should move?
The scorecard depends on the diagnosed constraint. Common measures include qualified pipeline coverage, stage conversion, sales-cycle duration, forecast variance, opportunity aging, win rate, average contract value, retention, expansion, channel productivity, gross margin, and the percentage of opportunities with required buyer evidence. The Fractional CRO should not claim that every metric will move at once.
Who should not hire a Fractional CRO?
A company should not hire one when leadership wants a symbolic advisor without access, authority, data, or implementation support. It is also a poor fit when the problem is exclusively short-term lead generation, when the CEO will not change operating behavior, or when a clearly defined permanent CRO role is ready and the company can recruit the right full-time leader immediately.
What result should the client expect?
The expected result is a more governable revenue system: clearer market choices, consistent definitions, stronger management cadence, more credible forecasting, visible risks, accountable owners, and a documented path to permanent leadership. Revenue growth may follow, but the engagement is measured first by evidence and operating capability rather than an unsupported guarantee.