Clarity for Virtual and Fractional Technology Leaders
A 2025 findings report from over 500 Virtual and Fractional Technology Leaders on what really drives sustainable, high‑value client relationships in SMBs. [1]
If you lead technology for multiple clients, this report offers a grounded, data‑backed view of the challenges, patterns, and opportunities shaping your next stage of growth. [1]
Instant PDF. Independent research. No sales pitch. [1][2]
Who this report is for
This report is written for Virtual and Fractional Technology Leaders who provide executive‑level technology guidance to Small and Medium Businesses on a part‑time or project basis. [1] It is relevant whether your title reads CTO, CIO, CISO, CAIO, COO, CDO, or their virtual counterparts. [1]
It is also useful to SMB owners, CEOs, and CFOs who rely on Virtual and Fractional Technology Leaders and want a clearer view of how to shape these engagements for mutual success. [1]
- — Virtual and Fractional CTOs, CIOs, CISOs, CAIOs, COOs, and CDOs leading technology for multiple clients. [1]
- — Independent advisors and boutique firms building a Virtual/Fractional technology leadership practice. [1]
- — SMB executives and owners seeking to get more value from Virtual and Fractional Technology Leadership. [1]
What you will learn
The report distills the experiences of more than 500 Virtual and Fractional Technology Leaders into clear patterns you can apply directly to your practice. [1] It is designed to help you move from intuition and trial‑and‑error to evidence‑based decisions about how you position, sell, and manage your work. [1]
- — See the top reasons SMBs hire Virtual and Fractional Technology Leaders today, so you can align your offers with existing demand and budget. [1]
- — Understand the three core challenge areas for most V/FTLs—positioning, business development, and client management—and how high‑performing peers address each one. [1]
- — Learn where low market awareness and buyer confusion are slowing your deals, and how to communicate your role as an executive leader rather than a contractor. [1]
- — Clarify how to speak to the true economic buyer, often the CFO or owner, in terms of cost efficiency, risk, and measurable business outcomes. [1]
- — Identify practical ways to build trust quickly, reduce scope creep, and structure engagements that extend beyond the initial project. [1]
- ✓ A clearer articulation of why clients should choose your Virtual/Fractional leadership. [1]
- ✓ Specific ideas to refine your offers, messaging, and sales approach. [1]
- ✓ A reference you can return to as your practice and portfolio evolve. [1][3]
Inside the 2025 V/FTL Findings Report
The report combines survey data and interviews to provide a structured view of how Virtual and Fractional Technology Leaders are operating today. [1] Each section is designed to be read as a standalone reference or as part of a full narrative about the state of the market. [1]
- — Market landscape: How Virtual and Fractional Technology Leaders fit into the SMB ecosystem, including roles, titles, and client industries where usage is most prevalent. [1]
- — Why companies hire V/FTLs: The strategic and operational reasons SMBs choose Virtual/Fractional leadership over full‑time executives or traditional consultants. [1]
- — Core challenge areas: Findings across positioning, business development, and client management, including patterns of where engagements falter and where they flourish. [1]
- — Awareness and differentiation: How buyers currently perceive the V/FTL role and how leaders are using clear messaging and evidence of impact to stand out. [1]
- — Sales and marketing systems: How V/FTLs are structuring marketing, lead generation, and follow‑up, including the role of referrals versus defined systems. [1]
- — Retention and client health: Patterns behind short engagements, misaligned expectations, and internal team resistance, plus approaches that support long‑term relationships. [1]
- — Respondent profiles: Six anonymized profiles showing how different types of V/FTLs—from professional services to retail and non‑profit—structure their practices and approach growth. [1]
- - Simple charts summarizing positioning, business development, and client management challenges. [1]
- - A calm, data‑forward layout that reads like a reference, not a sales deck. [1][4]
Why this report is different
Most guidance for Virtual and Fractional leaders is anecdotal or generalized across many disciplines. This report is focused specifically on technology‑centric leadership roles and grounded in a dedicated 2025 study. [1]
- — Built on real‑world input: Over 500 Virtual and Fractional Technology Leaders contributed survey responses and narrative insights, providing both quantitative patterns and nuanced context. [1]
- — Focused on technology leadership: The research centers on roles such as CTO, CIO, CISO, CAIO, COO, and CDO, and their virtual counterparts, rather than grouping all fractional and consulting work together. [1]
- — Independent and research‑led: Produced by Galson Research, a technology research and training organization supporting Virtual/Fractional Technology Leaders and SMB executives. [1]
- — Designed as a practical reference: Structured so you can highlight, annotate, and return to specific sections—positioning, sales, or client management—as your practice evolves. [1][3]
Galson Research is a technology research and training organization that serves Virtual/Fractional Technology Leaders and SMB executives, with analysts focused on technology domains most relevant to business success. [1]
How to use this report
Treat this report as a working reference rather than a one‑time read. [1][3] Many leaders will use it to inform planning cycles, refine offers, and bring a shared language into conversations with partners and clients. [1]
- — Revisit your positioning: Align your messaging, services, and pricing with the reasons SMBs say they hire Virtual and Fractional Technology Leaders. [1]
- — Refine your sales and marketing: Compare your current lead sources, outreach methods, and follow‑up habits with the patterns identified in the study and adjust where there is clear opportunity. [1]
- — Strengthen client management: Rework onboarding, communication rhythms, and success measures to reduce scope creep and increase engagement longevity. [1]
- — Inform strategic decisions: Use the report as a lens when deciding where to specialize, which types of clients to prioritize, and how to structure your portfolio of engagements. [1]
- ✓ Clarify where your practice sits relative to peers across positioning, business development, and client management. [1]
- ✓ Identify a focused set of changes to test over the next quarter. [1]
- ✓ Bring data into conversations with prospects, clients, and collaborators. [1]
Access the 2025 V/FTL Findings Report
If your work sits at the intersection of technology leadership and SMB growth, this report is built to support your next set of decisions. Access the findings, mark what resonates, and use the data to guide the evolution of your Virtual or Fractional Technology Leadership practice. [1][2]
Your information is used to deliver the report and occasional related insights. You can opt out at any time. [5]