The most successful fractional works have tells.  

Amanda Nizzere is a fractional CMO who has reached full capacity in just two years (impressive, right?). But she’s spent that time doing more than just client work for AN Strategy. 

As the host of the Female Fractionals podcast, Amanda has had dozens of candid conversations with fractional executives about what works (and what doesn’t).

If you’re building a fractional or independent consulting practice, this conversation offers a clear framework – and some hard-earned insights – for what actually makes fractional work work. 

Here’s a TL;DR: 

You’ve talked to a lot of fractional executives through your podcast, Female Fractionals. What are the lessons that show up again and again? 

Amanda: One of the things that surprised me the most is just how consistent the lessons are, regardless of fractional function, industry, or years of experience.

There are five themes that come up repeatedly across my conversations – and I think they’re the mark of a successful fractional. Some of them are obvious, the others aren’t so much. 

The first one is pricing, which is harder than anyone expects. Most people start with a formula in their heads, then they have a conversation that throws everything out of the window.

This happens early on, but pricing is absolutely foundational to your success. 

Niching down in another topic that comes up a lot. People think it will limit opportunities, but I’ve seen the opposite – it actually accelerates growth.

Even people who are further along feel the urge to widen the aperture again, but the strongest results come from being clear about who you serve. 

Sales and business development never stop being part of the job, but it’s the reality of professional services. 

Another big theme is mistakes being inevitable – underpricing, scope creep, misaligned clients. But those who thrive don’t spiral when mistakes happen. They adjust, learn, and move on. There’s real resilience there. 

And then there’s community – which is a true multiplier for fractional executives.

That’s been one of the most valuable parts of my experience and something that comes up in almost every conversation. 

Almost everyone I’ve talked to learned these five things the hard way.

The difference is whether they course-correct or stay stuck doing short-term, project-based work instead of building something sustainable. 

Let’s get more specific. You mentioned pricing as a big challenge, but what does problematic pricing look like in the wild? 

Amanda: The most common thing I hear is people saying, “I know I should be charging more, but…” And then they’ll immediately follow that with a justification for why they’re devaluing their own services. That’s the biggest red flag. 

But fractional work isn’t new anymore. 

Leaders who are putting RFPs out or actively searching for fractional executives already have a price point in mind. They’re not putting roles out there just to see what range comes back – they expect a strategic leader, and they expect to pay for that level of experience. 

You have to price according to the value of the experience you bring. That can feel vulnerable and scary, especially early on, but it’s necessary. 

Of course, you still need to consider the size of the company and the scope of the work, but you can’t lose sight of your value. If you don’t value your own services, it shows up immediately in how clients treat you.

Another thing people miss is that pricing isn’t just the monthly retainer. You have to think through the full terms of the contract. 

Travel is a great example. Early on, I didn’t even think about it.

I was so focused on getting to a strong monthly number that I didn’t account for the fact that I might be traveling multiple days a month – days that were eating into time I had allocated to other clients, without any additional compensation. 

I learned quickly that in future contracts, it needed to be separated out completely. 

Travel is a different line item. I have a day rate for it. 

That change alone made a huge difference in protecting my time and my margins. 

That brings us to boundaries. We talk a lot about how boundaries show up in pricing and profitability. How do you think about boundaries as a fractional? 

Amanda: Boundaries are critical, and I think they’re underestimated when people enter this work.

A lot of people say they’re becoming fractionals because they want flexibility or control over their time, but unless you’re very intentional about boundaries, the opposite can happen. 

Unclear boundaries affect everything.

On a personal level, they impact your time and energy. From a business perspective, they lead to scope creep and unclear expectations. And from a client perspective, they can actually undermine trust and referrals, because the engagement never feels clean or complete. 

One thing I do is set very clear non-negotiables for myself. I literally have them written down. 

They guide how I block my calendar and what I’m willing to flex on and what I’m not. 

There are exceptions, like board meetings or true client emergencies, but having those guardrails keeps me from defaulting into execution mode. 

I also think boundaries reinforce pricing in a really important way. 

When you come in as a fractional, you’re positioning yourself as a strategic leader. If you price yourself that way but then allow the role to turn into execution-heavy work, you devalue yourself both in the current engagement and in future ones. 

That’s why I talk so much about pricing as a collective issue, not just an individual one.

When fractionals consistently price and position themselves as strategic leaders, it elevates the entire category. When someone comes in underpriced and execution-focused, it makes it harder for all of us to win work at the right level. 

Pricing, boundaries, and positioning are all tied together.

The stronger your boundaries, the more clearly you show up as a strategic leader – and the more sustainable and profitable your business becomes. 

You described the fractional community as a “true multiplier.” How does community actually become an advantage in practice?  

Amanda: The openness of the fractional community has surprised me in the best way. Even people who could be your competitors are incredibly generous. 

I’m part of several communities, and people are willing to share almost anything – sample proposals, pricing strategies, and other business decisions. I regularly meet with people I could be competing with, and we refer work to each other when we don’t have capacity. 

We also share contractors and networks. It’s very different from the corporate rat race. 

There’s a real sense that helping each other succeed elevates everyone. 

For me, community has been both a confidence builder and a practical advantage. It’s one of the reasons I started my podcast – I was having these networking conversations and learning so much. They were too valuable not to share. 

What We Can Learn from Amanda Nizzere: 

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🚨 Chart crimes! 

I’m on my second Model S. 

And recently in the earnings call, Elon Musk said he was discontinuing this model. 

This is an absolute crime against graph building explains why. 

I can’t go back to the gas station. 

What am I going to do?? 

Remember, the path to success is paved with continuous learning and embracing fresh perspectives.

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Stay curious, friends.

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