From Advisor to Fractional Leader
I began my relationship with Statement as an advisor to the company's Co-Founder/CTO. He wanted me by his side as he was navigating the challenges of this tough dual role.
He is one of the most talented and attentive managers I have had the pleasure of working with, and he built a strong and professional organization.
At a certain point, as is often the case, his responsibilities in other areas grew, making it impossible for him to continue managing R&D directly. On the other hand, he wasn't yet ready to hire a full-time VP of R&D mainly because of budgetary reasons and making sure that they are on the right track to scale first.
Enter Fractional Leadership
The concept of fractional leadership was an unfamiliar and peculiar concept to me: Managing an organization, especially a startup R&D team, on a part-time basis? It sounded nearly impossible.
But it turns out that it can work.
Based on my recommendation, we spoke with Jonathan Serussi (who is truly one of the best in the field), but the strong relationship built between Statement’s CTO and me led to me taking the role myself.
Insights and Lessons Learned
Although I do not routinely offer these services, I gained quite a few insights and lessons learned from the experience.
When is it Relevant?
Part-time R&D leadership is not a one-size-fits-all solution, but there are situations where it is ideal. A few examples come to mind:
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A young startup that is not yet ready to hire a full-time VP but needs an experienced professional to steer the ship, lay down the right infrastructure, and free up the CTO to focus on the product, customers, or fundraising.
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During a transition period, between VPs, or when the company is undergoing an organizational, technological, or process change and is seeking focused, non-continuous guidance.
In my view, it's an excellent solution when the need is defined and focused, and you want someone who can deliver high value in a short period, without creating a permanent strain on headcount or budget.
In any case, it is a temporary solution and should be time-bound.
Matching a Candidate
The candidate for the role must bring not only extensive experience but also a high degree of personal, managerial, and operational flexibility. There is no time for a lengthy ramp-up period or gradual process building. They must be able to jump in quickly, understand the situation, and act precisely.
This requires the ability to pinpoint complex issues even without knowing the codebase, to know how to prioritize between urgent and important, and most importantly - to earn the trust of the team and other senior managers in a short time.
Furthermore, it demands very high emotional intelligence to understand organizational and personal dynamics, read unspoken tensions, and build relationships that ensure smooth operation even without daily presence.
Incidentally, this arrangement often allows for a mutual assessment of the candidate's fit for the company (and vice versa) as preparation for a full-time position.
Essential Organizational Conditions
Even the most suitable person will not succeed if the environment is not structured for it.
Fractional leadership requires the organization to function well even without a dedicated person in charge constantly available. This means having good internal mechanisms, having key personnel who know how to manage the operational front, and fostering a culture of accountability rather than dependency.
In Statement's case, this was highly evident: There are strong team leads, flexible and considerate senior management partners who knew how to bridge gaps when necessary, and, of course, excellent cooperation from the founders.
The fact that the CTO knew exactly what to expect from me, to let go on the one hand and to compensate for my absence on the other - was critical.
In Summary
Part-time R&D leadership is a powerful, temporary solution when the need is focused, such as during a transition or for a young startup not yet ready for a full-time VP.
Success hinges on three factors: clearly defined needs, a highly experienced and flexible candidate, and an organization with strong internal conditions. When these elements align, fractional leadership proves to be a precise, efficient, and highly effective solution.