Why Fractional Leadership Is the Future of Executive Work
Episode 17
Is hiring a full-time executive the only way to get high-level leadership?
In Episode 17 of The People Success Circle, we dive into why fractional leadership is redefining the future of executive work.
If you're an HR leader or business owner trying to balance budget with expertise, this episode is for you. Guest Dr. Kristine Sickels shares how fractional executives bring strategic impact without the full-time commitment—and why this flexible model is gaining traction, especially among experienced women leaders.
Tune in or read on for insights, tips, and real-world takeaways you won’t want to miss.
In Episode 17 of The People Success Circle, I talk with Dr. Kristine Sickels about how fractional leadership is changing the C-Suite landscape.
Why I believe fractional leadership is the future of executive work—and how it’s changing the way businesses access top-tier talent
The difference between fractional leadership and traditional consulting (and why it matters)
What types of companies benefit most from flexible executive roles—and when to consider this model
How businesses gain strategic results faster without the long-term commitment of a full-time C-suite hire
Why this model is especially powerful for experienced women in leadership seeking flexibility without stepping back
Practical tips for attracting clients and navigating the transition to a fractional career
🎧 Tune in or read on to learn how fractional leaders can drive results and shape the future of work!
🔗 Helpful Links
🌐 Mindy’s website for business consulting: https://www.limerockcareerco.com
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Episode 17: Watch or Listen
Key Takeaways From Episode 17 with Dr. Kristine Sickels
Fractional Leadership Offers High-Level Expertise Without the Full-Time Commitment
If your organization needs executive-level strategy but doesn’t have the resources (or need) for a full-time leader, fractional leadership is a flexible, budget-friendly solution. You get access to seasoned experts who can hit the ground running—whether it’s for a project, a growth initiative, or to temporarily fill a leadership gap.
It’s Not Just Consulting—It’s Execution from Experienced Leaders
One thing I loved about my conversation with Dr. Kristine Sickels is how clearly she differentiates fractional executives from consultants. Fractional leaders don’t just advise; they lead. They bring real-world experience, build internal capabilities, and often leave your team stronger and more confident than before.
The Fractional Model Is Especially Empowering for Women in Leadership
This episode also shines a light on how flexible executive roles create space for women to stay in high-level work while managing other life responsibilities. Whether it’s caregiving, parenting, or entrepreneurship, the fractional model allows experienced women leaders to stay in the game—on their terms.
Mid-Sized Businesses Benefit Most from Fractional Talent
While large corporations have the budget to hire full-time C-suite talent, mid-tier companies often need the same strategic leadership without the long-term overhead. If you’re running a business in the $500M–$3B range, fractional leaders can bring that level of experience without the full-time cost.
Personal Branding and Clarity Are Key for Fractional Success
For executives transitioning into fractional work, Kristine emphasizes the importance of knowing what energizes you—and marketing yourself clearly. When you understand your personal values and communicate your strengths with confidence, you’re better equipped to attract aligned opportunities and deliver impact.
People First, Profits Follow
If you’re struggling to get leadership buy-in, here’s what I remind my clients: when the people side of the business isn’t working, everything suffers. Sales, service, retention, culture—it’s all connected. When you invest in your people, you build the foundation for long-term success. And it all starts with seeing what’s really going on behind the curtain.
🎧 Want the full story, examples, and action steps?
Listen to the full episode of The People Success Circle for more insights on building a thriving culture that drives results.
Read the full transcript
Mindy
Welcome back to this episode of The People Success Circle. I'm so excited to have my friend and speaking mentor, Christine Stickles, with us today. Christine, thank you so much for joining us. I am really excited for my audience to hear about your background and what you do.
Christine:
Well, I'm excited to be here too, Mindy, so thanks for having me. A little bit about me—I’m originally from Indiana, but I’ve kind of lived all over during my career. I've had about a 20-year career in corporate America in marketing and had the opportunity to lead a lot of different brands—many that I hope your listeners still have in their homes, like Crock-Pot, Mr. Coffee, Rubbermaid, and more. Legacy brands that you know and love.
I spent my career in marketing, and I also love to learn, so I even went back and got my master’s and my doctorate in business. I thought it could really help me continue to hone my skills. And now, I own my own business—which we’ll dive into—called C-suite. We’re a team now of 11 women who all work as fractional executives in marketing strategy and consumer insights.
Mindy:
That is so interesting to me. The whole topic we’re going to talk about today is really about this new concept in the workplace. I believe it’s the future of work for the executive level—called fractional leadership.
So Christine, you’ve held major leadership roles at companies like Newell Brands with the products you mentioned. What inspired your transition to leave the corporate world to launch a fractional executive firm?
Christine:
Yeah. I always tell people this—I was at the same company for 20 years, which I never thought I would be. It wasn’t my only job out of college, but it was the third. And I really enjoyed it. The amazing part was I got to work on so many different brands—both B2B and B2C—which was so rewarding.
I learned from so many different people and moved around a lot—Charlotte, Atlanta, Miami—and led global teams. All of that was super rewarding. Of my 20-year career, I loved 19 of it. But the last year, I just started to feel this pull that it was time to do something different.
Mindy:
That was not the first thing you did when you left.
Christine:
Leading a company of fractional executives was not on the top of my mind. It wasn’t. The first thing I did—quite honestly, and I know this might sound a little jarring—but I just quit. I felt like it was time to do something different. I’d been at the same company for so long, I didn’t feel right about interviewing or trying to figure out my next thing. So I just planned to take a break.
Mindy:
I think that’s so smart.
Christine:
Thank you. Not everyone can do that, I know, but I felt like—let me just take this time. I did a little traveling and took my dad on a trip. My dad’s 83 now, so I did this in 2019. We all remember what happened right after that, so the fact that I chose that time was really incredible.
Then people started asking me, “What are you going to do? What are you going to do?” And I started asking myself the same thing. At first, my posture was, “What am I going to do?” But after decompressing and reflecting on my values, that changed. The question became, “What can I do?” That’s a very different posture. It’s not just about filling your time and paying the bills—it’s about asking, “After this 25-year career, what can I do now?”
Mindy:
Yeah, what do I get to do, right? Because you had gained so much experience. I thought it was really interesting that you said you had so many different career experiences within one company. In the HR world, we call that “spider webbing.” You’re not necessarily leaving the company or getting promoted every single time, but you're trying new roles. It’s so valuable. It’s almost like you changed companies without changing your career.
Christine:
It totally is. And I always tell people—if you can, do it. Work on a different business, move to a different city, take a stretch role. If you have the opportunity, you’ll learn so much about what you love in your career.
Mindy:
Oh my gosh, yes. My first job out of college was with McDonald’s Corporation, and I moved seven times in seven years. I used to joke that I had “young, single, relocatable, cheap” tattooed on my forehead.
Christine:
I might have that same tattoo, by the way.
Mindy:
Then I worked for Gap Inc. for 13 years, mostly with the Old Navy brand, and later in corporate. So yes, you can definitely change careers without leaving the company when it’s a big company. I love that.
Christine:
Yeah, and I think it’s really wise to try some of those things on.
Mindy:
For sure. So, how did the fractional firm start?
Christine:
My business partner, Jen Hogan, is a strategy expert by trade, and I’m a marketer. We started chatting about what it might look like to do something together. She had been at a big airline, and when 2020 hit, airlines were offering a lot of incentives to leave. We thought—strategy and marketing together? That’s a powerful combo a lot of organizations need. And based on the brands and companies we’d worked with, we felt like we could really help.
We started at the end of 2020. Our company is called C-suite. It was just the two of us, and we said, “If we can get one client next year, that would be a win.” We had other projects going too. But we ended up getting six clients that first year.
Mindy:
That’s amazing. And I think it’s true—fractional work became more popular during COVID. Companies realized they either couldn’t afford a full-time chief marketing officer or didn’t need one full time. Would you say COVID helped accelerate the trend?
Christine:
I think so. Fractional leadership as a concept has been around for about 17 years. I believe HBR even introduced it as an idea years ago. But COVID definitely opened people’s eyes to the fact that you can work differently. You can find great talent virtually.
Also, a lot of women started thinking differently about their work. “Can I still have the career I want—but do it differently?” That started to be a catalyst for fractional roles.
I see a lot more fractional postings on LinkedIn now. People are talking about it more. That just wasn’t the case five or ten years ago.
Mindy:
Exactly. So many companies still associate leadership with full-time roles. What does “fractional” really mean in today’s business landscape?
Christine:
At C-suite, we define fractional in two ways:
One—hiring us for a specific project. Maybe you need someone to lead an integrated marketing process, or build a phase-gate product development structure, or set up capabilities within your team. You need someone who’s done it before and can lead the initiative right away.
Two—it can also be part-time, which is what most people assume. But that’s not always true. You could be full-time for a few months or part-time ongoing. Typically, companies are looking for high-level expertise and can’t afford or don’t need it full-time. This gives them flexible access to executive leadership.
Mindy:
That makes a lot of sense. What types of businesses do you feel benefit most from fractional employees?
Christine:
Our sweet spot is mid-tier companies—those in the $500 million to $3 billion range. These companies want the executive-level experience we've gained in $13–$20 billion organizations but need it in a flexible, adaptable way.
They also often need someone who can jump in right away. Someone who’s “been there, done that” and can start driving results without a long learning curve.
Mindy:
Right. It’s a huge advantage to bring in someone who already knows what to do—and how to do it quickly.
Christine:
Exactly. And Mindy, you’ve probably seen this too—consultants can be helpful, but they haven’t always done the work themselves. Fractional executives have. We’ve been in the weeds. We’ve executed and led teams. That makes a difference.
Mindy:
Yes! And I love what you said—it’s not about theory. It’s about real-world execution. So, how do you attract talent to your team?
Christine:
By design, we’re a team of 11 women. And during COVID, we learned that there are a lot of women executives who still want to be executives—but want to work differently.
Some of our team members are caregivers, others are starting their own ventures. Fractional work allows them to stay at an executive level but with more flexibility. They aren’t stepping back—they’re just working differently. If they want to go back to corporate later, they can. They never left the level—they just changed the format.
Mindy:
I love that. I had a similar experience—I tried staying home, tried part-time, but I still wanted to lead. I love that your model empowers women to stay at that level.
Christine:
Yes. The future is fractional, and I hope it’s especially fractional for women. This model gives them a way to continue doing what they’re great at while honoring other parts of their lives.
