Senior sales leadership without the full-time executive cost
I step into SMEs where the owner is still carrying too much of the sales load, the pipeline is hard to trust, or good salespeople are operating without consistent leadership, and build the structure needed to make growth more predictable.
A$3m–A$50m
typical SME client range
25+ years
complex B2B sales leadership
Manufacturing
engineering, industrial & technical B2B
Local focus
Melbourne South-East to the Mornington Peninsula
When Fractional Sales Leadership makes sense
Most owners do not wake up thinking they need a sales operating system. They notice symptoms: too much sales work still lands on them, the forecast is unreliable, or the team is busy without enough control over the outcome.
You are still the sales safety net
The biggest opportunities, difficult customers or stalled deals still come back to you because the sales function cannot yet carry them consistently.
The pipeline is hard to trust
Stages are vague, qualification is inconsistent, CRM discipline is weak or forecasts move dramatically from one week to the next. If this is the issue, the pipeline quality audit framework is a useful place to start.
The team lacks consistent leadership
Good people are present, but expectations, coaching, accountability, opportunity reviews and sales management routines depend too much on the week.
Growth is difficult to repeat
Revenue comes in, but it is hard to explain why one quarter works and the next does not, or which sales activities are genuinely producing the result.
What I actually do inside the sales function
I am not there simply to diagnose the problem, hand over a report and leave. I work with the owner and sales team to put the operating structure in place, run the management rhythm and make sure the changes are used on real opportunities.
Sales Strategy
Ideal customer profiles, buyer personas, value proposition, positioning, territory priorities and a clear commercial plan.
Sales Infrastructure
Sales process, CRM, pipeline stages, KPIs, forecasting, playbooks and practical tools that make good selling repeatable.
Sales Management
One-to-ones, pipeline reviews, coaching, accountability and a management cadence that keeps activity connected to revenue.
Sales Team
Role clarity, capability assessment, recruitment, onboarding and development so the right people can perform inside the system.
The operating system behind the work
I deliver Fractional Sales Leadership through Macidton Consulting under licence from Sales Xceleration, using the Certified Sales Operating Management System™. The methodology provides the framework and tools; I remain directly responsible for leading the work with your business and team.
What the first 90 days can look like
The point is to move quickly from understanding what is wrong to changing how the sales function actually runs. The detail varies by business, but the first three months normally follow this sequence.
Days 1–30: Diagnose
Review revenue, customers, pipeline, CRM, team roles, sales process, conversion performance, forecasting and management routines. The aim is to separate symptoms from the few issues that are really constraining performance.
Days 31–60: Prioritise & Build
Put the highest-value changes in place: clearer sales stages, qualification, measures, CRM disciplines, role expectations, playbook elements and a management cadence the team can use.
Days 61–90: Embed & Coach
Run pipeline reviews, coach the team, inspect real opportunities, test the forecast and adjust the system until the new rhythm starts to become normal business practice rather than a project.
What working together actually looks like
Fractional means part-time, not distant. The amount of involvement depends on the maturity of the sales function and the amount of change required, but there needs to be enough contact to lead the function, inspect performance and stay close to real opportunities.
I lead, rather than just advise
That can include sales meetings, pipeline and forecast reviews, coaching, opportunity inspection and helping management keep priorities connected to revenue.
I strengthen the people already there
My primary role is to make the sales function and existing team work better, not to become a substitute salesperson carrying the number on their behalf.
The commitment is matched to the problem
Engagements are intentionally part-time. Some businesses need a concentrated period of restructuring and implementation; others need ongoing fractional leadership while the team and sales system mature.
The exact scope, time commitment and commercial structure are agreed around what the business actually needs rather than forcing every client into the same model.
Fractional Sales Director vs a full-time Sales Director
| Consideration | Fractional Sales Director | Full-time Sales Director |
|---|---|---|
| Leadership level | Senior executive capability | Senior executive capability |
| Time commitment | Part-time, matched to business need | Full-time role |
| Cost structure | Monthly engagement without the full executive salary and employment overheads | Salary, superannuation, incentives and employment costs |
| Best suited to | SMEs needing experienced leadership before a full-time executive is justified | Larger or more mature sales organisations requiring daily executive leadership |
| Primary focus | Build capability, structure and management discipline quickly | Long-term ownership of a mature sales function |
Who I typically work with
Most engagements are with SMEs that have reached the point where informal sales management is restricting growth.
Service area: suitable engagements across Australia, with direct local delivery across Melbourne, South-East Melbourne and the Mornington Peninsula. For the local service detail, see Fractional Sales Director Melbourne. I also support South Australian businesses, particularly in defence, manufacturing, engineering and technical B2B; see Fractional Sales Director Adelaide. For manufacturing, engineering and industrial businesses, see Fractional Sales Director for Manufacturing & Engineering.
If the issue is a defined part of the sales system rather than ongoing sales leadership, see Sales Strategy & Systems Projects. If the commercial problem is entering or assessing a new market rather than leading the sales function, see Market Intelligence & Market Entry. You can also learn more about Dominic or browse the latest sales leadership articles.
Fractional Sales Leadership FAQs
What is a Fractional Sales Director?
A Fractional Sales Director provides senior sales leadership on a part-time basis and takes responsibility for sales strategy, management cadence, pipeline quality, process and team performance without requiring another full-time executive hire. For the broader explanation, see What is a Fractional Sales Director?
Do you sell for us, or manage the people who sell?
My primary role is to lead and improve the sales function: setting direction, improving the operating system, managing pipeline and forecast discipline, coaching the team and helping inspect important opportunities. The objective is to make the existing sales function stronger, not to replace it with an outsourced salesperson.
How is a Fractional Sales Director different from a sales consultant?
A consultant may diagnose a problem and recommend what should change. I work more deeply inside the business: helping implement the sales system, lead the team, run pipeline and forecasting disciplines, coach people and remain accountable for the operating rhythm. See the detailed comparison of fractional leadership, consulting and full-time roles.
How much time does Fractional Sales Leadership involve?
It depends on the maturity of the sales function and the amount of change required. Fractional engagements are intentionally part-time, but there still needs to be enough involvement to lead the sales function, inspect performance and stay close to real opportunities.
How much does Fractional Sales Leadership cost?
The fee depends on the level of leadership required, the number of days involved and the scope of the engagement. The objective is to match senior capability to the commercial problem without forcing the business into the cost of a full-time executive role.
How long does an engagement last?
There is no fixed duration. Some businesses need a concentrated period of restructuring and implementation, while others benefit from ongoing fractional leadership while the team and sales system mature.
What happens in the first conversation?
The introductory meeting is 30 minutes. I use that conversation to understand where the sales function is stuck, what you have already tried and whether the underlying problem is leadership, process, pipeline discipline, team capability or something else. If there is a sensible fit, we can then discuss what the next step should look like.
Do you work outside Melbourne?
Yes. My primary local focus is Melbourne, South-East Melbourne and the Mornington Peninsula, but I work with suitable businesses elsewhere in Australia where the engagement can be delivered effectively. See Fractional Sales Director Melbourne for local delivery details.
You do not need to know exactly what is broken before we talk
If the pipeline is hard to trust, the owner is still carrying too much of the sales load, or the team needs stronger leadership, start with a 30-minute conversation about what is happening and whether Fractional Sales Leadership is the right response.