Convertive Consultancy
Commercial leadership without fulltime commitment
Senior commercial ownership at board level for scale-ups that need the seniority, but are not yet ready to fill the role permanently.
Your company is growing, your product has traction, but the commercial side is not keeping pace. You need someone who sharpens the commercial strategy, develops the team and thinks along at board level. But a fulltime CCO? Too early, too expensive, or simply not necessary for your current stage.
As a fractional CCO, I take commercial co-ownership in your leadership team. Not as an advisor from the sidelines, but as someone who co-builds, manages and delivers results. Based in the Brainport region, active across the Netherlands and Europe.
When a fractional CCO is the right choice
The founder is still doing everything commercial
You are the best salesperson, the strategy setter and the point of contact for key accounts. That worked until now, but it does not scale. You need someone to take over the commercial engine so you can focus on where you create the most impact.
Sales and marketing are not keeping up
You have hired people, but the structure is missing. There is no clear commercial strategy, no defined pipeline and no rhythm in the organisation. The team is doing its best, but without senior commercial leadership it remains ad hoc.
The next growth stage demands different choices
New markets, a different revenue model, international expansion, building partnerships. The decisions ahead require commercial experience that does not yet exist internally. You are looking for someone who has done this before.
A fulltime CCO does not fit yet
The investment in a fulltime C-level hire is substantial, and the organisation may not be ready for it. A fractional CCO gives you the same seniority and involvement, at a scale that fits your stage. Without the risk of a mismatch at fulltime level.
What I concretely do as fractional CCO
I do not take an advisory role, but an executive one. These are the areas where I take direct responsibility:
Commercial strategy and positioning
Where is the most value for your customer, and how do we translate that into a clear proposition and a sharp market position? I bring focus to the commercial direction and ensure the entire team is on the same course.
Go-to-market and growth
From entering new markets to repositioning an existing product. I develop and execute the go-to-market strategy, based on what I have learned at SaaS scale-ups, e-commerce companies and digital service providers.
Pricing and revenue model
Pricing is not a spreadsheet exercise. It determines how the market perceives you, which customers you attract and how fast you can grow. I help develop a revenue model that is scalable and fits your growth stage.
Sales and marketing team development
I directly manage sales and marketing teams, bring structure to processes, set KPIs and help hire the right people. The goal: a commercial team that performs independently, even when I phase out my role.
Channels and partnerships
Which partners accelerate your growth and which cost more energy than they deliver? I build and maintain strategic partnerships and channel relationships that genuinely contribute to your commercial goals.
Board meetings and alignment
I join leadership and management meetings, bring the commercial perspective and ensure that commercial strategy, product roadmap and financial targets are aligned. No silo thinking, just shared direction.
From practice
The cases below are anonymised and composed from multiple engagements. They illustrate the type of challenges companies bring me in for.
SaaS platform with international ambition
A B2B SaaS company with a strong technical product and customers in multiple countries, but without commercial structure. The founder handled sales personally, pricing had grown organically and there was no clear go-to-market per region. As fractional CCO, I set up the commercial strategy, redesigned the pricing model, managed a sales team and established the first channel partnerships. Within a year, recurring revenue had grown structurally and the team could continue independently.
Growth company stuck on a plateau
A digital company with approximately 80 employees that had stagnated after years of growth. The commercial organisation was reactive: lots of account management, little new business, no clear proposition. As strategic sounding board and executive advisor, I adjusted the commercial course, restructured the sales process and sharpened the positioning. The result: a clearer story to the market, higher deal values and a team that sold proactively instead of only reacting.
Why I do this
I am not a consultant who advises from a PowerPoint. My background is in commercial leadership at digital companies across different stages:
- At ticketscript (now Eventbrite) I was responsible for the commercial strategy of a ticketing platform that grew from startup to international player.
- At Libema I worked on the digital commercial transformation of one of the larger Dutch leisure organisations.
- At Happy Horizon I led the commercial strategy as Business Development Director at one of the largest digital agencies in the Netherlands.
- Currently I serve as fractional CCO at an international SaaS scale-up active in over a hundred countries, where I set up and manage the commercial organisation.
I do not advise from the sidelines. I do it myself, every day. That makes the difference in the quality of the sparring and the advice I give.
What a collaboration looks like
- Introductory call. A no-obligation conversation (about one hour) about your situation, challenges and what you are looking for.
- Intake and scope definition. Together we determine the scope: which commercial responsibilities do I take on, at what intensity, and how do we measure success?
- Getting started. Typically two to three days per week, for a minimum of six months. I join leadership meetings, work directly with teams and tackle concrete challenges.
- Evaluation and development. After the first months we evaluate the collaboration. Intensifying, scaling down or transitioning to a permanent hire: anything goes.
Based in the Brainport region, active across Europe
Convertive Consultancy is based in the Eindhoven region, the heart of Brainport. A region with a high density of technology companies, scale-ups and innovative growth businesses. I work locally and internationally, depending on where your company is and what the collaboration requires. Remote, on-site, or a combination of both.
Frequently asked questions
The most common questions about the fractional CCO role, how it works and who it is suited for.
What is a fractional CCO?
A fractional CCO is a Chief Commercial Officer who works for your company on a part-time basis. You get senior commercial leadership at board level, without the cost and commitment of a fulltime C-level hire. Ideal for scale-ups that need the seniority but are not yet ready to fill this role permanently.
What is the difference between a fractional CCO and a consultant?
A consultant delivers advice, a fractional CCO takes co-ownership. I sit at the leadership table, take responsibility for commercial results and directly manage teams. Not a report that ends up in a drawer, but someone who stands beside you and co-builds the commercial engine of your company.
Which companies benefit from a fractional CCO?
Typically scale-ups and growth companies with 10 to 150 employees that are past the founder stage. The product works, there is traction, but the commercial organisation is not keeping pace. The founder can no longer or does not want to fill the commercial role themselves, but a fulltime CCO is too early or too expensive. I am based in the Brainport region but serve companies across the Netherlands and Europe.
What does a collaboration look like?
That varies by situation. Typically two to three days per week, for a minimum period of six months. I join leadership meetings, work directly with sales and marketing teams, and tackle concrete commercial challenges. The intensity can be adjusted over the course of the collaboration.
What does a fractional CCO cost?
The investment depends on the intensity and scope of the role. In the introductory conversation we determine what fits your situation. Expect a fraction of the cost of a fulltime CCO, with the same seniority and involvement.
What is the difference between a fractional CCO and an interim CCO?
An interim CCO temporarily fills a vacancy, often fulltime. A fractional CCO works structurally on a part-time basis as part of your leadership team. It is not an emergency fix, but a deliberate choice for senior commercial leadership that fits the stage and scale of your company.
Next step
Want to explore whether a fractional CCO fits your situation? Schedule a no-obligation introductory call. We will discuss your commercial challenges and determine together whether this form of collaboration is valuable.
Fractional CCO is a service by Convertive Consultancy, independent commercial leadership for scale-ups and growth companies. Based in Eindhoven, Brainport region, active across Europe.