Fractional CGO for
Growth-Stage Technology Companies

The Situation

Growth has stalled and the answer isn't more of what worked before.

Growth-stage technology companies hit a specific wall: the go-to-market motion that worked through the first phase of scale stops working and nobody can explain exactly why. The pipeline looks similar. The team is the same. But conversion rates are down, sales cycles are longer, and the forecast is consistently wrong. This is the signature pattern of a go-to-market model that has outgrown its architecture. It requires a CGO - someone who can diagnose the structural problem and rebuild the model, not just drive more activity through a broken system.

Why Activity Isn't the Answer

The instinct when growth slows is to increase activity: more outreach, more demos, more pipeline. In most growth-stage technology companies, this instinct is wrong. More activity through a misaligned go-to-market model produces more wasted effort, not more revenue.

The CGO's job is to diagnose whether the problem is the ICP (you're targeting buyers who don't actually have the problem you solve), the positioning (you're not differentiated enough to win competitive deals), the sales process (your methodology creates resistance instead of removing it), or the business model (you're still selling effort in a market that's moving to outcomes).

Kevin French does this diagnosis in the Growth Audit and builds the fix into the CGO engagement that follows.