Fractional is not part-time

Fractional isn’t part-time. It’s the right time.

The Middle East is moving fast, yet many companies still cling to old leadership models. If the region wants to attract more global headquarters and drive lasting growth, it needs new ways to access expertise.

“Fractional leadership is not just for start-ups. It is a powerful tool for corporates that want agility, speed, and impact without the heavy cost of permanent hires,” states Craig Ashmole, Fractional Leader based in Dubai. “The region has invested heavily in infrastructure and strategy, but growth depends on more than this. Organisations must be able to pivot quickly, scale on demand, and tap into leadership talent without long recruitment cycles.”

Fractional leaders, often called FCxOs, bring decades of proven experience in areas such as digital transformation, finance, and operations. Unlike consultants, they step directly into leadership teams, taking ownership and driving outcomes.

Agility over tradition

Large corporates can gain as much as start-ups. Fractional leaders have the experience to confidently reset strategy, lead large-scale transformation, or steer through periods of business change without long-term commitments. This makes it easier to match leadership capacity to business needs, whether entering a new market, restructuring, or accelerating a digital programme.

The rationale is simple. Business agility matters. Companies that adjust leadership resources to match demand stay competitive. Fractional leaders can deliver outcomes fast, stabilising operations, leading change, or driving growth.

Why it works

To start with, companies gain access to scarce and high-calibre skills exactly when they’re needed. For example, instead of grappling with the long-term cost of permanently hiring a CPO, an organisation can bring in a fractional expert to shape product strategy ahead of a major launch. These leaders step in with purpose and deliver precisely what the business needs in that period.

The fractional model also lowers fixed overheads, since executives only need to be brought in for critical periods like market entry or post-merger integration. They scale with the business, allowing companies to stay agile.

Most importantly, the focus shifts to outcomes over tenure. The impact of a fractional leader’s work is measured by the results they deliver, since they work within a specific timeframe. This creates a natural accountability whereby success is tied to meaningful solutions instead of just occupying a role.

Boards must be willing to embrace this model, integrate leaders properly, and set clear scope and governance. Done well, it works. Forward-thinking companies are already proving the value of this approach.

A turning point for the region

The Middle East wants to secure its role as a global crossroads for trade, technology, and corporate headquarters. So to get on the road to achieve this, corporate leadership should be flexible, bold, and prepared for the pace of change.

Fractional leadership is not a shortcut. It is a competitive advantage for companies of every size. Leadership doesn’t need to be permanent to be powerful.

“The question for boards and investors is simple, where could a Fractional leader add value today?” Craig goes on to say – “Those who act early will set the standard for others to follow.”

by Craig Ashmole, Fractional CIO, Dubai UAE