An in-depth interview with Oana Breen on fractional leadership, professional agility, and the strategic impact of modern work models.
Oana Breen is a strategic leader in the field of human resources, with over 15 years of experience in organizational management, global team development, and cultural transformation. In recent years, she has built a career as a fractional HR leader, collaborating with organizations across various industries, from technology to healthcare, to implement sustainable strategies for growth, equity, and performance. Her work is grounded in a balance between strategy and humanity, with a vision centered on impact and authenticity.
Fractional Insider: How was your transition from a traditional career to fractional leadership/consulting?
Oana Breen: In my case, it wasn’t a complete transition, but rather a natural extension of my career. I continue to work full-time, but fractional projects and collaborations bring real added value on all levels. They give me the opportunity to apply the experience I’ve gained in different contexts, to learn continuously, and to contribute to organizational transformation from multiple perspectives. This model allows me to stay connected to global trends and cultivate my agility as a leader.
Fractional Insider: What attracted you most to this model, and what challenges did it bring?
Oana Breen: What attracted me most was the diversity of projects and the intellectual freedom. In every collaboration, the context is different: sometimes it’s about a global compensation strategy, other times about training, and other times about integrating JEDI (Justice, Equity, Diversity & Inclusion) principles into the organizational culture. The main challenge is adapting quickly and building trust in a short period of time. As a fractional, you must be not only an expert in your field but also a “culture translator,” able to understand a team’s dynamics and bring clarity without forcing change. In my case, my international experience played a significant role in choosing this career path.
Fractional Insider: How do you choose the projects and clients you work with?
Oana Breen: I choose projects based on value alignment and transformation potential. I don’t work just to implement processes, but to help teams become more aware, more equitable, and more sustainable. If I sense openness, courage, and a genuine desire to evolve, I know it’s the right partnership. Most clients reach me through recommendations from people I’ve worked with before, or they come from a previous project where I brought value.
Fractional Insider: Tell us about a moment when you had a major impact as a fractional leader.
Oana Breen: A defining moment was one of my first projects, a collaboration with an aviation school in the midst of global expansion. In my fractional role, I contributed to structuring its growth strategy, strengthening the leadership team, and creating an organizational culture capable of supporting international expansion. It was an experience that proved how much value a fractional leader can bring when strategic expertise is combined with agility and empathy.
Fractional Insider: What are the main differences between being a full-time executive and a fractional?
Oana Breen: As a full-time executive, you have depth, while as a fractional you have speed, clarity, and concentrated impact. In fractional roles, you’re invited to see the system from above, from a bird’s-eye view, to quickly identify key levers for change, and to leave the organization stronger than you found it. It’s a way of working that requires trust in the process and the absence of ego.
Fractional Insider: How do you explain the value of a fractional to a skeptical CEO?
Oana Breen: I always say that a fractional is not a temporary resource, but a strategic accelerator. You get high-level expertise, but only as much and when you truly need it. For a CEO, that means efficiency, flexibility, and clarity during a period of transition or growth. The value comes from the combination of vast experience and operational autonomy.
Fractional Insider: What are the most common mistakes companies make when working with fractionals?
Oana Breen: The biggest mistake is treating them like external consultants without offering internal context. A fractional becomes valuable only if they have access to people, processes, and the truth — even the uncomfortable kind. Also, some companies expect immediate results without investing in the relationship and clarity.
Fractional Insider: How do you see the evolution of this career model in the coming years?
Oana Breen: I believe the fractional model is the future of strategic work. The world moves too fast for rigid structures. Senior professionals seek autonomy, and companies seek flexibility and scalable expertise. In the coming years, we’ll see more hybrid teams where fractionals play the role of mentors and catalysts for change. For me personally, this model allows me to be where I want to be and offer my child more attention when needed. Without rigidity, it becomes much easier to play all the roles you need to play every day.
Fractional Insider: What advice would you give a senior professional considering becoming a fractional?
Oana Breen: Not to fear uncertainty or change. It’s a different form of stability, built on reputation, autonomy, and meaning. Define your area of excellence clearly — but also your boundaries. And most importantly, choose collaborations not just based on budget, but on human resonance and added value, because a client to whom you bring real value will send other clients your way.
Oana Breen’s story shows how much value a senior professional can create when strategy, empathy, and agility work together.
