C-Fractionals came out of a pattern that showed up before there was a company to answer it: invitations to fill an executive seat for a finite period, on projects that called for board-level judgement and did not justify a permanent role.
A year and a half ago the first invitation of this kind reached me. Others followed, and they all had the same shape: a project with a beginning, a middle and an end — a digitalisation, a structural change, a large decision — that called for seniority and did not call for a director. Day-to-day demand did not justify the seat; the project went nowhere without it.
For a while I treated it as the exception. Until it became clear it was the format. When the same invitation arrives from different companies, what the market is short of is not an available professional: it is a way to buy seniority for a finite period without opening a role for it.
That is where the work started. Selling a seat by the fraction forces you to solve three things: proving what was done without turning the relationship into a monthly report; keeping count of the hours in a way the client can see and sign off; and getting through the first weeks — the ones spent learning the company, and the most expensive ones — without billing them as a study of their own. The method and the portal where the client follows everything came out of the first two questions. The shape of the contract came out of the third.
And one piece was still missing. An executive on their own, selling their own seat, runs into an obvious limit: when the client needs a different seat, there is nothing to offer — and when they sell, they are often opening the door to someone else's work. I talked it over with Nelson Blanco, who I have known for a long time. He understood the model in the first conversation and came in. That is where the network started, and it is why it grows: the seat one of us fills is the door to the seat next to it.
Rodrigo Burattini
We work on the same basis the network offers its clients. Out of discretion, we do not name the companies either of us has worked for; each trajectory is on LinkedIn, for anyone who wants to go further.
Technology and AI
Fills the technology and AI seats: architecture and the structural choices, the build-or-buy decision with first-year cost on the table, the shape and maturity of the team, and the use of AI with governance and data sovereignty designed in — not patched on later.
Physics (USP) · MBA in Information Technology (FGV) · MBA in Artificial Intelligence (Impacta)
Profile on LinkedIn
Commercial
Fills the commercial seat: growth strategy and market design, pipeline governance and a forecast worth betting on, leadership of the team, and the profitability of each customer — not only the volume sold.
Electrical Engineering (USP) · MBA (Babson College) · Postgraduate in Business Administration (FCAV-USP)
Profile on LinkedInAny board-level seat can be filled on a fractional basis — the logic does not change between technology, finance, marketing, operations or people. These two are the ones we fill today, and there are conversations under way with executives in other areas.
If the seat your company needs is not here, the conversation starts the same way: we say there and then whether we have someone, including when we do not.
The first conversation is with whoever would fill the seat, not with a salesperson. It is for understanding the problem and saying plainly whether a fractional mandate is the answer — including when it is not.