The fractional executive professional practice is spreading in Italy as well as in the USA

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The international employment scenario is becoming more and more fluid and it happens more and more frequently that highly skilled and experienced managers, often with a wide relational network, decide to leave well-paid positions to devote themselves to a "split" career path that allows them to better manage their personal and working life. In the USA this scenario has already been familiar for some years, and in Italy too there are already those who are taking their first steps in the sector.

"Fractional managers work with companies in many different ways - explains Andrea Pietrini, chairman of YOURgroup (www.yourgroup.it), the first C-Level Operational Advisory Group in Italy - Generally, a 'fractional' executive has several clients, so he moves from one office to another, or he structures his monthly agenda according to vertical (a whole day) or horizontal (every morning) targeted presences. A fractional executive might dedicate Monday and Tuesday to client A, Wednesday to client B, and so on, so the client company has a clear understanding of availability. In some cases, the manager will work at the client's office full-time for a short period."

A senior fractional manager can fill organizational positions not yet in the company by bringing experience without 'fixed' investment, thus testing the value-add of the position, building expertise within the organization, while also acting as a 'sparring partner' for colleagues in other functional areas or for stakeholders. Ideal for companies in the growth phase or that need to design new growth paths; in times of restructuring or turnaround, to bring specific experience not present in the company.

In addition, the fractional manager can support the company in cases such as the exit of a manager and the eventual selection of a new one; he can manage periods of 'succession planning' by growing the most potential internal resource, but not yet ready even in areas of generational transition in family businesses; he can support the company in particular historical moments of the company such as restructuring, pre-post merger or sale/acquisition, or even to 'energize' the business in times of stagnation, or in companies in a phase of incubation and strong growth to manage phases of great complexity in the transition of scale. 

 Pietrini, who founded the first Italian group specializing in the supply of this new professional figure to companies, explains the differences between the fractional executive and the temporary manager: "These two figures are often seen as the same solution, but in reality they have different elements. The activity of the temporary manager is very close to that of the permanent manager in terms of role and length of stay in the company, which is usually just one. This is often distinguished by the fact that he or she is tied to a specific project, which is, by its very nature, a fixed-term project in a single company. The fractional executive, on the other hand, is a person who has often voluntarily chosen to leave the company in order to offer his services to more than one company as an operational advisor."

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