One of the defining features of modern startups is their ability to access senior expertise far earlier than was once possible. By utilising fractional executives and board advisors, young businesses can draw on deep operational and strategic experience without incurring the costs, rigidity, or long-term risk associated with building a full leadership team from day one.
As these businesses grow from startup to scale-up, a familiar tension emerges. Founders worry that fractional leaders will “outgrow” the organisation, while advisors, sensing the move towards formal governance, may step back or drift away. Previously fluid roles can become ambiguous, misaligned, or redundant.
This outcome is not inevitable. In the strongest companies, advisors and fractional executives evolve alongside the organisation, staying meaningfully embedded while building varied, autonomous and professionally rewarding portfolio careers. This sets the stage for understanding the specific ways in which these roles shift as companies grow.
What fractional execs and advisors really do in startups
In very early-stage startups, there is rarely certainty; this is exactly why fractional executives and advisors are brought in to help create much-needed stability where none yet exists.
Fractional execs in this phase are deeply embedded in - and instrumental to - building the business. They design and refine first iterations of systems and frameworks while actually using them, constantly shape strategy while delivering against it, and make decisions quickly in environments where data is sparse and consequences are real. Although their titles may suggest seniority, their input at this stage is intensely practical and hands-on.
Advisors, meanwhile, provide a different but vital kind of reassurance. Their value comes not just from answers, but from calmness. They have seen similar situations before. They help founders contextualise uncertainty, spot real signals, and avoid common mistakes in early-stage startups.
At this stage, what matters most is momentum, which is created through hard-earned trust and collaboration. The exchange between the company and the expert is intense, personal, and frequently asymmetric, with experience, credibility, and speed traded for on-the-job learning, influence, and long-term optionality.
The scaleup shift: the impact of growth on roles and responsibilities
As a startup begins to scale, the nature of value creation undergoes fundamental shifts. The challenge is no longer to prove that something can exist, but to ensure that it can operate reliably, grow sustainably and withstand increasing organisational complexity.
For fractional executives and advisors, this transition marks a significant turning point. The activities that made them indispensable at the startup stage may no longer be the highest-value contributions unless their roles, scope, and expectations evolve accordingly.
Three changes tend to occur simultaneously:
- From doing to designing
Fractional executives increasingly step away from hands-on delivery and towards designing systems, decision frameworks, and leadership capabilities that enable others to execute effectively.
- From speed to resilience
Advisors become less focused on rapid answers and tactical fixes, and more concerned with risk management, trade-offs and long-term consequences and rewards.
- From personal trust to organisational accountability
Relationships that were once largely driven by individual rapport begin to formalise, with clearer mandates, boundaries, and measures of success.
While the reality is that scaling changes what good support looks like, it doesn’t mean the advisors or fractional leaders in situ need to make way for others. It does, however, require an explicit recalibration of how they add value, an openness to learn new skills and behaviours and a jettisoning of old dynamics. This shift can feel uncomfortable, but it can also create something quietly powerful: a sense of continuity in the midst of change.
Whether you’re bringing in a specialist to build a go-to-market strategy or provide support through a critical funding milestone, the right external voices can act as glue when internal pressure is rising, something we explore in our recent blog.
Staying embedded while building a fractional portfolio
There is a persistent assumption that scaleups, by their nature, require more permanent executives than is necessary in an early-stage startup. In practice, growing businesses often require access to a broader range of expertise than ever before, albeit deployed in a more focused and selective way.
For experienced fractional leaders, this stage can mark the point at which portfolio careers become richer rather than narrower. As their expertise deepens, they can support multiple organisations navigating similar transitions, bringing comparative insight that no full-time executive working at a single company could easily develop.
They focus their energy on shaping strategy, mentoring emerging leaders, or serving as a sounding board during uncertainty, rather than on day-to-day management.
Companies that succeed in retaining these individuals over time tend to share a number of characteristics:
- They deliberately redesign roles rather than allow them to drift, choosing to amplify and transition the skills their advisors and fractionals already possess.
- They treat independence and outside perspective as strengths, not threats, to internal decision-making.
- They recognise that an advisor’s wider portfolio strengthens, rather than dilutes, their contribution - and many find that trust deepens when autonomy is respected.
When full-time makes sense (or doesn’t)
As some businesses mature and achieve sufficient scale and profitability, the case for a fully resourced C-suite becomes stronger. In these circumstances, it can be entirely appropriate for a fractional executive to transition into a full-time leadership role, particularly where they already operate with an owner’s mindset and have built deep trust across the organisation.
It is equally important, however, to acknowledge that many fractional executives do not aspire to this outcome. For them, the appeal of fractional work lies precisely in its variety, flexibility and capacity to generate insight across multiple organisations. Their effectiveness depends on maintaining that breadth and variety; it is not a failure of commitment, but a reflection of where their greatest value lies.
Organisations that frame the decision as a simple choice between full-time employment and exit often lose people who could have continued to add significant value. More thoughtful scaleups instead design parallel paths, allowing full-time conversion to sit alongside re-scoped fractional roles, each with clear expectations and appropriate rewards.
Evolving towards non-executive roles
As companies mature, the need for more formal governance structures, independent oversight, challenge and fiduciary responsibility increases.
This is often where long-standing advisors find themselves at another crossroads. Those who have been involved since the early stages should, over time, accumulate the requisite contextual understanding and credibility needed to step into non-executive roles. When this happens successfully, the organisation benefits from continuity and institutional memory alongside genuinely independent judgement.
The transition is not automatic, and it requires emotional maturity on both sides. Non-execs must be willing to challenge people they like and respect, while founders must accept scrutiny from those who once stood firmly in their corner. Another factor to consider is the shift in regularity and formality of the engagement. Board advisors tend to work with startups on a more informal and sporadic basis, while NEDs engage in structured meetings, mediated through board processes. Finally, it is important that those who transition to NED roles can maintain an independent perspective on a business in which they have been deeply embedded, both operationally and strategically.
When it works, however, it creates a rare form of continuity - the business gains independent oversight from someone who genuinely understands its story.
Remuneration and reward as maturity increases
Compensation models tend to evolve in line with organisational maturity, with early-stage arrangements often characterised by limited cash and a greater emphasis on equity or options, reflecting both risk and resource constraints. As companies scale, retainers increase, scopes become more clearly defined, and equity is deployed more selectively.
For fractional executives and advisors, the most sustainable arrangements are those that align reward with accountability, time commitment, risk exposure and opportunity cost across a wider portfolio. Once NED roles are added to fractional portfolios, the opportunity to boost earnings rises, though the attendant legal and fiduciary risks should not be ignored.
Regardless of the role held within a company that has experienced growth, the objective is not to mirror full-time remuneration, but to create transparent, proportionate exchanges that recognise both the company’s stage and the individual’s contribution.
Growing together without narrowing the scope
The most resilient scaleups do not treat advisors and fractional executives as temporary scaffolding to be removed once growth is underway. Instead, they view these relationships as evolving partnerships built on mutual trust that can continue to add value in different ways over time.
By allowing roles to change, autonomy to increase, and careers to diversify, these organisations retain access to experience and expertise that compound rather than decay. At the same time, they enable experts to build careers that remain intellectually stimulating, independent and sustainable.
In uncertain markets, this continuity feels reassuring. It equips founders with an internal compass when everything else moves, and gives fractional professionals a sense that their work matters and endures across cycles, markets and pivots.
Growth does not have to mean consolidation. For companies and experts alike, it can mean greater focus, better boundaries and more intentional value creation. The organisations that get this right do not just scale their products or revenues, they grow the most invaluable asset any business has - people that are truly bought into its mission and its success.
Ready to turn connection into momentum?
If you’re a founder looking for trusted fractional executives or strategic advisors to help you scale with confidence, explore how Connectd can plug you into a network of expert talent tailored to your growth stage.
If you’re an experienced leader seeking a fractional career that grows with you, from board advisor to strategic executive, you can join our fractional executive or board advisory pathways. These provide you with the training, support and hands-on experience to forge a career in the early-stage space.
