Something I knew from an earlier role running a digital agency was that having a clear methodology served two purposes:

• It helps clients see the steps you’ll take to deliver results for them before they sign on the dotted line
• It helps you deliver the work in a structured, logical way - keeping you “on” rather than “in” the business and focussed on the real problems that need solving.

This methodology is what I call your fractional value framework (FVF). It’s a series of clear, actionable steps that you’ll use to structure your engagements. 

I don’t want you to copy my framework because it’s important you create a framework that’s grounded in your experience and the type of fractional work you’re going to be doing for your clients.

Now I am going to show you the six non-negotiable elements of any fractional value framework. Let’s dive in.

Element 1: A structured diagnostic process

The diagnostic process is a set of things you’ll do at the start of any fractional engagement to really get under the surface of what’s going on in the business. It’s your opportunity to get inside the business and get different perspectives on what’s going on. In my experience it always leads you to better quality understanding of the problems to solve and greater confidence in how you’re going to sort out those problems in practice.

To give you those benefits your diagnostic process must be systematic and thorough - that helps you avoid starting work without the clear insights you need to focus in the right place and also enables you to avoid my trap of doing too much.

Your diagnostic process could include things like:

- A approach consistent stakeholder discussions (I typically aim for 5-8 key people who are relevant to the problems you’re there to solve - they might not be the obvious people and aren’t all senior people)

- Systematic review of existing processes, systems, and documentation - getting an understanding of what’s currently happening

- Data analysis from core systems (CRM, financials, operational metrics) - getting data rather than opinions is really helpful to separate truths from commonly held misconceptions.

- Clear tools for separating root causes from symptoms

- Regular client check-ins to update on your emerging perspectives

Your diagnostic process should be time-bound. For my engagements it’s usually 2-4 weeks - a longer period than that seems to yield diminishing returns, while for me  less than two weeks seems to not be enough to really absorb and think about what’s going on.

Clearly articulating your diagnostic methodology, timeline and what deliverables the client will receive shows prospects you won't waste time solving the wrong problems.

If you don’t do the research, you risk telling clients what they already know, proposing solutions a client is unable to implement, or proposing solutions which aren’t supported.

Sometimes you might find that clients aren’t keen to pay for this work. The client wants to pay for outcomes, not for you to spend a month learning who they are.

That’s why it’s important your language and packaging around this part of your work matters. The worst thing you can do here is to have a line item in your fractional proposal that says “Discovery process - 4 weeks”. To the client this feels vague, time-consuming and costly. It feels like something that can be cut back to get moving quicker.

To counter this I try to package this work into diagnostic deliverables that the client really wants to see. For example, this might mean things like;

• 
  A benchmarking report - interview internal stakeholders to understand current practices, workflows, and KPIs. Compare against industry standards or top performers. This will reveals how the client stacks up and where the biggest performance gaps or competitive weaknesses lie.
• A stakeholder alignment map - based on interviews across senior leaders to identify conflicting priorities and perspectives and visualising internal misalignments to provide a path to build consensus.
• An opportunity audit
  Use interviews to uncover overlooked assets, initiatives stuck in limbo, or high-potential ideas lacking internal momentum. Help leadership focus energy on the biggest untapped opportunities.

You’re still conducting the same research, but now you’re structuring it into a diagnostic deliverable that the client will want and appreciate and be happy to pay for.

Element 2: Implementing tangible quick wins 

This is an important element as it’s how you’re going to show that the high value high impact fractional model works for your client. It addresses the fractional reality that you need to demonstrate value within 30 days while building credibility for larger initiatives.

Your quick wins approach must have:

- Clear criteria for what qualifies as a quick win

- A way of identifying and prioritising opportunities during diagnosis - they’ve got to be things you can change in your first 30 days to qualify!

- Clear approach for implementing the changes

- How you’re going to show the value of those changes once they’re done

The key here is to pick the things that are simple, quick and obvious. Often they’ll be habits or bad practices that people in the business have got so accustomed to that they don’t realise are holding them back.

A good example was on an engagement where I realised the founder I was working for was only communicating with his leadership team members 1:1 on WhatsApp. He was frustrated that he spent a lot of time on comms, while his team felt he was communicating selectively because he didn’t trust them. Without exception they all thought he was giving more information to other members of the leadership team. I implemented a group chat with some communications principles and they all noticed and acknowledged an improvement within a week.

So in your fractional value framework you need to explain how you will identify and deliver immediate value while addressing the longer term problems. Make sure you give examples specific to your functional area (COO, CMO, CFO, etc.) so that it’s tangible and relevant to your prospective client.

Element 3: Established operating rhythm 

Once you start a fractional engagement, I find it can be hard to stop yourself falling into the operating cadence of the business you’re working in. But as a fractional you need to remember you’re working to two rhythms - the business you're in and your own fractional engagement rhythm.

Clearly defining your fractional operating rhythm helps you ensure a clear communication cadence with your client, keeps you focussed on value and can help you steer clear of getting drawn into working “in” the business.

Your operating rhythm should define:

- Regular touchpoints with key stakeholders (weekly, bi-weekly, monthly)

- Standard agenda templates for different types of meetings

- Clear communication protocols and response time expectations

- A way for you to escalate issues and making decisions

- How you will keep broader team members informed of progress

So a good fractional value framework will set out your communication structure and meeting cadences. This reassures clients they'll never feel "in the dark" about your progress.

Element 4: Proving your impact 

This element prevents the common mistake where fractionals don’t document their impact. It also really helps for generating testimonials and case studies for future proposals.

In your fractional value framework you need to cover:

- How you track both quantitative and qualitative improvements

- Your way of regularly reporting the difference you’re making structure with consistent templates

- How you calculate and present the return on investment from your work

By showing your clients exactly how you'll measure and communicate value throughout the engagement you’ll build their confidence in your fractional work. 

Element 5: Creating sustainable change

This is what creates the transformational value that fractional executives should deliver. In your fractional value framework you need to explain how you build capabilities that outlast your engagement. This demonstrates you're focused on sustainable transformation, not dependency.

The kind of things that you need to be thinking about for this element include: 

- How you’ll document everything you create or change so that it becomes institutional knowledge for the long term

- How you’ll identify and train internal champions

- How you’ll create lasting accountability beyond your time in the business

- How you establish measurement that proves impact from the changes you make

- How you’ll transfer knowledge effectively

Element 6: Transition planning

If your fractional value proposition involves you leaving the business, then you need to define how you’re going to do that successfully while ensuring the changes you’ve made stick after you’re gone. Doing this well is also about positioning yourself for future value with that client or other people they might refer to you.

Your transition planning needs to consider:

- What needs handing over

- Who needs to receive the handovers

- Timeline and milestones for knowledge transfer

- “Leave behind” documentation 

- A clear point for for securing testimonials and referrals

By showing that you plan for success from day one with clear thinking about how the engagement evolves or concludes, you’re helping your client see a successful end point to their investment, growing their confidence in your ability to deliver. .

Bringing it all together

These six elements work together to create a fractional value framework that:

- Builds client confidence during the sales process

- Provides you with a proven structure for delivering your expertise

- Avoids the common mistakes that derail fractional engagements

- Creates the outcomes and documentation needed for strong case studies

- Generates the testimonials and referrals that help your future business growth

Remember your FVF isn't just about delivering good work - it's about delivering work in a way that positions you for long-term fractional success through compelling case studies, positive testimonials and enthusiastic referrals.

Your framework needs to be detailed enough to demonstrate your expertise and methodology, but flexible enough to adapt to different client situations and industries. Make sure that it fits well with your fractional value proposition and will resonate with your ideal fractional client profile.

The goal is to show prospects that hiring you isn't a leap of faith - it's the proven path to the results they need from bringing you in.