In recent years, we’ve witnessed a paradigm shift in the careers of senior executives. If in the past consulting seemed like the natural step after a leader completed a management cycle in a large company, today more and more are choosing a different path: the fractional model. This option, still relatively new in Romania, is gaining rapid popularity. The natural question is: why would a highly experienced professional, who could live comfortably from traditional consulting, choose to become a fractional executive instead?
The answer begins with the fundamental difference between the two models. Traditional consulting focuses on analysis, recommendations, and delivering reports. The consultant usually remains an external observer, with limited influence over actual implementation. A fractional executive, on the other hand, becomes embedded in the organization. They take on part of the leadership responsibilities, participate in strategic decisions, and get directly involved in execution. For a leader who has spent years in executive roles, this type of engagement is far more fulfilling than simply drafting PowerPoint presentations.
Senior executives are seeking relevance. Beyond a certain stage in their careers, it’s no longer just about income but about meaning. The fractional model offers them the chance to apply their accumulated knowledge in diverse contexts, where their impact is immediate and visible. Unlike in consulting, where recommendations can be ignored or only partially applied, fractionals get to see their ideas turn into concrete results, build teams, and influence the direction of a company.
Another strong reason is flexibility. Consulting often involves intense project cycles, strict deadlines, and an imbalanced relationship between time invested and perceived value. In contrast, fractional executives negotiate clear frameworks: how many days they work, what objectives are set, and how success is measured. This structure allows them to better manage work-life balance while also choosing the projects that suit them best. For seniors who have experienced burnout or the constant pressure of full-time executive positions, this freedom is a huge advantage.
The fractional model also satisfies the need for intellectual diversity. A senior executive may have led the same company in a single industry for a decade. Traditional consulting offers exposure to multiple sectors, but often at a theoretical level. Fractionals, on the other hand, actively work in two or three companies across different industries, constantly experiencing new contexts. This variety keeps the mind sharp, stimulates continuous learning, and prevents professional stagnation.
From a financial perspective, the fractional path can be even more attractive than consulting. Although hourly rates may seem similar, the difference lies in stability. Fractional contracts typically last months or even years, ensuring a steady income stream. Consulting, by contrast, carries the risk of dry spells between projects or the constant pressure to chase new clients. For seniors who want to secure their income without being tied to exclusivity, fractional is an elegant solution.
There is also the dimension of prestige and autonomy. In consulting, a senior leader risks being seen as an “outsider” without real power. In the fractional model, they become an integral part of the leadership team, with visibility and respect comparable to that of a full-time CEO. This position grants them recognized status while maintaining the independence to choose the companies they collaborate with.
In Romania, the phenomenon is still in its early stages, but the signs are clear. Small and medium-sized enterprises, ambitious startups, and even some established companies are realizing they cannot attract or sustain a top executive full-time. Fractional becomes a win-win: companies gain access to premium expertise, while leaders keep their freedom and professional variety. More and more Romanian senior executives with international corporate experience are choosing this path, either to avoid stagnation or to build a career more aligned with their personal values.
The transition from consulting to fractional, however, is not without challenges. It requires a shift in mindset for both leaders and companies. Executives must redefine their professional identity, learn to work simultaneously for multiple organizations, and carefully manage their energy. Companies, in turn, must accept that value does not come from daily presence but from strategic impact.
Ultimately, the main reason senior executives choose fractional over consulting is simple: relevance. It is the satisfaction of not just being an observer but an active player in transforming a company. It is the freedom to build, to decide, and to influence without the constraints of a permanent contract and without the distance of traditional consulting. In essence, it is a modern form of leadership, adapted to a world where flexibility and rapid impact are the rules of the game.
Photo: Canva
