Fractional VP Strategy & Growth

Strategy your CFO will sign, and your teams can run.

A strategy executive in your leadership team, without the full-time hire. I take a real seat, with a title and a team, from the business plan to execution on the ground.

Get in touch

One-page plan

Three bets for the next two quarters

Make the status quo the first competitor

Number: Win rate vs no decision
Owner: Sales lead
Check: End of Q2

Progress18 → 30 %

Set adoption targets before every release

Number: Releases adopted at D+30
Owner: Product lead
Check: Next release

Progress9 of 20

Price the Pro plan on outcomes

Number: Gross margin per plan
Owner: CEO and CFO
Check: Q3 board

Progress71 → 80 %

Signed off byCEOCFOCPO

An ambition without a strategy function.

You have something big ahead: a fundraise, a new business unit, a merger, a plan the board expects you to defend. You do not have a strategy function to turn it into numbers, a budget, a cadence and decisions people follow.

Option 1

A full-time VP

Takes months to hire, and is a bet in itself.

Slow to start

Option 2

A consulting firm

Hands you a deck and leaves before the hard part.

Gone before execution

The seat I take

A fractional seat

Someone inside the room who speaks sprints with product and payback with the CFO.

Inside, from week one

What the seat covers.

Six responsibilities, one rule: every one of them ties back to the P&L.

Strategic vision and business plan

Financial projections and the business plan, built with the CEO, the Chief of Staff and the CFO.

Board and fundraising materials

The executive story and the numbers behind it. At Kolecto I drove and structured the executive materials for a validated €100M Series B.

Governance and resource allocation

Who decides what, on what cadence, with what money. Multi-BU governance when the company is more than one business.

Executive reporting

Executive committee reporting and performance tracking that leads to decisions, not just slides.

Growth

Go-to-market, product marketing and Product-Led Growth, run against the P&L. At Doctolib I led a team of 15 on the growth strategy.

Building the function

A Strategy & Growth function that outlasts me: scope, rituals, first hires.

Where are you now?

The work depends on your stage. Here is where I would start at each one.

1Pre-seed to seed

Find the ground you can win.

You have users and a few paying customers. The risk is building for everyone.

1DiagnosticA few days
2Positioning and first pricingWeeks
3Launch plan with an adoption targetOngoing

01Map the Terrain 04Own Your Unfair Advantage 06Design Your Revenue

2Series A

Make growth repeatable.

Growth works, but nobody can say which lever drives it, and the roadmap follows the loudest request.

1DiagnosticA few days
2Interim Head of PMM & PLGMonths
3Hire and hand over the functionFinal weeks

05Design Your Distribution 08Orchestrate the Landing 10Activate, then Expand

3Series B and beyond

Run product like a portfolio.

Several products or business units compete for the same budget, and the board wants a plan it can read.

1Fractional VP Strategy & GrowthPart-time, months
2Business plan and board materialsQuarterly
3Governance and resource allocationOngoing

07Fund What Moves the Business 11Close the Feedback Loop 12Run the Operating Model

Organisational assessmentNot sure which stage you are at?Twelve questions, one per discipline, to score how tightly your product is tied to your business.

The first 90 days.

What an engagement looks like week by week. The rhythm stays, the content is yours.

W1W2W3W4W5W6W7W8W9W10W11W12

DiagnoseTwelve disciplines scored with your leadership team

DecideThree bets, each with an owner, a number and a date

RunHands-on execution with your teams

ReviewMoney follows outcomes, every month

Hand overThe function, the rituals and the hire

Recent seats.

Three rocket.pm engagements. The result first, then the seat that produced it.

Kolecto · Crédit Agricole Group

€100MSeries B, validated

I drove and structured the executive materials the board and investors read.

Seat: VP Strategy & Innovation
When: Since December 2025

Business planBoard materialsGovernance

Doctolib

15people in the team I led

Strategists, business partners and product marketing managers, on one growth strategy.

Seat: Strategy & Performance Director
When: May to December 2025

Growth strategyPLGTeam of 15

Kolecto

20 → 60people, from no product to launch

PLG combined with indirect distribution: the first customers arrived in batches of 100.

Seat: Product Marketing & PLG, then VP Strategy
When: 2023 to 2025

PositioningLaunchInvestor deck

All selected work

Part-time, inside the team, with an end in mind.

Operating rhythmone week

MonTueWedThuFri

PipelineProductExecMetricsLog

Recurring meetings

Decisions logged

/ month

Operating rhythmStep 02 in practice: five weekly rituals I run with your team, and recurring meetings fall from 23 to 9.

01
A real seat
A title, a scope, a place in the leadership team, next to the CEO, the Chief of Staff and the CFO.
02
Hands-on
I build the models, write the materials and run the rituals with your team.
03
Part-time
My past engagements in this role have run six to eight months.
04
An exit plan from day one
I build the function, hire or train the people who will run it, then hand the seat over.

It is product’s job to break its own glass ceiling. As long as you arrive at that table speaking of features, sprints and velocity, you will be treated as a supplier.

From Product to Profit, Introduction

Tell me what is ahead.

Your stage, your deadline, the number you need to move. A 30-minute call is enough to know whether a fractional seat makes sense.