The Fractional Executive Playbook
How Senior Operators Build Six-Figure Practices Working Three Days a WeekBy Jasper LindhoLm
Length8h 18m
About this audiobook
How to build a fractional executive career, land high-value clients, and earn senior-level income working part-time as a CFO, COO, CMO, or other embedded executive.
A growing number of experienced operators are stepping away from full-time corporate roles—not because they lack opportunity, but because they no longer want to trade time for organizational ceilings. Fractional executive work offers a different model: senior leadership embedded inside multiple companies, part-time, with direct accountability for outcomes rather than internal politics.
This book is a practical guide for building that model from the ground up. It focuses on what actually determines success in fractional work: positioning yourself as an operator rather than a consultant, structuring retainers that reflect executive responsibility, and managing multiple companies without losing effectiveness or control.
Unlike freelance or advisory work, fractional leadership is not about giving occasional input. It is about owning functional outcomes across finance, operations, marketing, or product—while working across a small portfolio of companies.
Inside this fractional executive guide:
What fractional leadership actually is — How it differs from consulting, advisory, and freelancing.
Finding your first clients — How senior operators land opportunities without cold outreach.
Positioning as an executive, not a vendor — Why language and framing determine your rate.
Pricing retainers correctly — Structuring monthly engagements that reflect executive scope.
Scoping responsibility clearly — Defining outcomes, decision rights, and boundaries.
Managing multiple companies — Systems for juggling leadership roles without overload.
Avoiding full-time traps — How to resist being pulled back into traditional employment.
Fractional work succeeds when you stop selling hours and start selling ownership of results. Companies don’t hire fractional executives because they want advice—they hire them because they need leadership they cannot yet afford full-time.
The model rewards clarity, structure, and discipline. Those who succeed tend to be experienced operators who prefer leverage over hierarchy and outcomes over politics.
This is not a side hustle model. It is a career architecture—one that allows senior professionals to design income, autonomy, and impact around their own terms.
Audiobook details
GenreBusiness and Economics
Length8 hrs 18 mins
Narrated byListen with 1,000+ voices
FormateBook with Audio
LanguageEnglish
Table of contents
1Introduction
2Introduction
3Chapter One — What Fractional Actually Means in 2026
4Chapter Two — The Niches That Pay
5Chapter Three — The Engagement Structure That Works
Show all chaptersShow less
6Chapter Four — Pricing: Day Rates, Retainers, Equity
7Chapter Five — Your First Three Clients
8Chapter Six — Scoping Correctly: The Most Common Failure
9Chapter Seven — Running Multiple Clients Without Losing Yourself
10Chapter Ten — Scaling Beyond Yourself
11Chapter Eleven — Hiring Associates
12Chapter Twelve — The Year You Make $300K, $500K, $1M
13Chapter Thirteen — When Fractional Becomes Consulting
14Chapter Fourteen — The Existential Question: Founder or Operator?
15Chapter Fifteen — Fractional Plus Board Seats
16Chapter Sixteen — Fractional for First-Time Founders
17Chapter Seventeen — Fractional for PE-Backed Companies
18Chapter Eighteen — Fractional for Public Companies
19Chapter Nineteen — International Fractional Work
20Chapter Twenty — Fractional and Retirement
21Chapter Twenty-One — Difficult Clients and Clean Exits
22Chapter Twenty-Two — The Longer Arc
23Conclusion
24Appendix A — A Sample Engagement Letter
25Appendix B — Pricing Worksheet
26Appendix C — Calendar Architecture Templates
27Appendix D — First-Client Outreach Scripts
28Appendix E — Scoping Document Template
29Appendix F — Tax and Legal Checklist
30Appendix G — Glossary of Terms
31Closing Note
32Appendix H — Extended Case Studies
33Appendix I — Annual Practice Review Template
34Appendix J — Recommended Reading and Resources
35Appendix K — Annual Business Development Plan
36Appendix L — Common Questions
37Appendix M — Acknowledgments and Sources
38Appendix P — A Note on Voice and Tone
39Appendix Q — Notes on the Economics of Mid-Market Companies
40Appendix R — Sample Quarterly Review Document
41Appendix S — On the Question of Compounding
42Appendix T — On Saying No
43Appendix U — Sample Diagnostic Conversation Transcripts
44Appendix V — On Working With Founders Who Are Difficult
45Appendix W — Reflections on Identity Change
46Appendix X — Final Practical Checklist
47Appendix Y — A Personal Note on Why I Wrote This Book
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