People Practices
Talent. Growth. Impact.
A growth strategy is only as good as the people running it. These three practices set the bar for what good looks like, develop the leaders already in the seat, and find and onboard the executive who runs the plan when the engagement ends.
- 01 · STRATEGY PRACTICESWHERE TO PLAYRight initiatives, right order?
- 02 · REVENUE ACCELERATORSHOW TO WINMoving fast enough to win?
- 03 · CUSTOMER TECHWHAT IT RUNS ONDoes the stack carry the plan?
- 04 · PEOPLE PRACTICESWHO RUNS ITRight people, deployed well?
01 Where It Fits
This practice area answers the fourth week-one question: do you have the right people in place, and are they deployed effectively? The blocker it removes is the team and resource gap: roles that were never defined, leaders who were never developed, and a seat that sits empty while a search drags on.
| The question we ask in week one | The blocker it exposes | The practice area that removes it |
|---|---|---|
| Is your team focused on the right initiatives to drive growth? | Disconnected strategies | Strategy Practices decide where to play |
| Are your growth teams moving fast enough to outpace competitors? | Slow pipeline velocity | Revenue Accelerators run the plan |
| Do you have the right customer technologies to support your goals? | Tech friction | Customer Tech build what it runs on |
| Do you have the right people in place, deployed effectively? | Team and resource gaps | People Practices put the right people in the seats |
The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove.
02 In This Practice
Three services, from people who have held the seats they coach and recruit for.
03 Who Runs the Plan, and Who Runs It Next
Every fractional engagement is a leadership story with a beginning and an end. The executive takes the seat on day one, and most engagements are designed to hand the seat to a full-time leader. The three practices are the three moves that make that arc work.
- DAY ONE · FRACTIONAL CMO OR CROTAKES THE SEATOwns the number from day one, runs the plan, and coaches the team already in place.
- WEEKS 1 TO 6 · 01 · COMPETENCY MODELSETS THE BARValues say how, OKRs say what. The model says who: the skills that predict performance.
- MONTHS 1 TO 6 · 02 · EXECUTIVE COACHINGGROWS THE LEADERSFounders becoming CEOs, new executives, and the next generation, with a defined end.
- MONTH 6 AND ON · 03 · RECRUIT AND ONBOARDHANDS OVER THE PLANDefine, find, recruit, onboard. The seat is never empty, and the strategy never waits.
04 What It Draws On, What It Hands On
- The roles and resourcing model the plan names, from Strategy Practices
- What the revenue engine needs each role to actually do, from Revenue Accelerators
- The systems and record a new leader inherits, from Customer Tech
- Months of operating context on the team, not a job description
- Leaders in place who can run the plan without the fractional executive
- A full-time CMO, CRO or revenue leader who owns the plan after the handoff
- One standard for hiring, coaching and promotion that outlasts the engagement
- A clean end to the engagement, which is how most are designed
05 Proof
Centers of excellence own capabilities, go-to-market pods own markets, and work moves from strategy to execution one way.
Read the case study → PE-backed consumer portfolio29%growth on 15% more spendFive brands cut to three, messaging separated, and the marketing organization restructured around consumer targets.
Read the case study →06 Questions We Get
What are the People Practices?
Three services for the people who run a growth plan: competency model development, which defines the skills that predict performance; executive coaching from operators who have held the seat; and executive recruiting and onboarding, which finds and onboards the full-time leader who takes over when a fractional engagement ends.
Why start with a competency model?
Because values say how people should act and OKRs say what they should hit, and almost nothing says what it takes to get there. Writing that down gives hiring, coaching and promotion one standard, and it is the piece that breaks first as a company scales.
Can executive coaching run on its own?
Yes. Coaching runs inside a fractional engagement, where the executive coaches the team already in place, and as its own engagement for a founder becoming a CEO, a newly promoted executive, or a next-generation leader. Either way it has a goal, a rhythm and a defined end.
When should we start recruiting the full-time leader?
When the growth model is proven and the scope needs a leader every day. Start while the fractional engagement is still running, because executive searches take months and the overlap between the outgoing and incoming leader is what makes the handoff smooth.
Is this HR consulting?
No. It is leadership work for the growth plan: who runs it, how well, and who runs it next. Compensation, benefits and HR policy are not part of it.
Ready to talk?
Thirty minutes is usually enough to know which practice area your growth problem actually needs.
Your plan is a bet on people
Everything on this page, written down and free. Twelve chapters and eleven instruments: the competency grid, the interview loop, the coaching cadence, and the call between a builder and an operator.