FrUn Featured Member: Jennifer Gendron, Fractional CRO

What is your full name?

Jennifer Gendron

Please provide a brief overview of your professional background and your current role as a fractional leader?

With a background in clinical practice and over a decade of experience in the global commercial arena, I specialize in Fractional Chief Revenue Officer (CRO) roles, particularly with startups ranging from Seed to Series C. My focus is on B2B sales within health tech. I excel in crafting tailored commercial strategies for employers, health systems, providers, and health plans. I have served as a CRO/CCO four times and have been instrumental in developing commercial strategies from the beginning. My expertise spans sales, marketing, and client success, with a unique understanding of behavioral health stemming from my clinical background. Combined with my adeptness in technology landscapes, I offer a distinctive value proposition!

What do you consider to be your strengths?

My strengths lie in seamlessly merging clinical insight with commercial savvy, tailoring strategies for health tech startups, and understanding people's intricacies. I am a proven leader adept at strategizing and executing with finesse.

What inspired or led you to pursue a career as a fractional leader?

Transitioning to a fractional leadership role felt like the next logical step, almost serendipitous. As I sought my next venture, I engaged with numerous companies whose missions deeply resonated with me. I realized: why not collaborate with multiple innovative ventures simultaneously? This way, I could apply my expertise across various domains while constantly learning from diverse experiences. I smoothly (well, mostly) navigated this transition by drawing upon my experiences and network, tailoring my skills to suit each organization's distinct requirements. This adaptability, combined with a fervent drive to positively impact the health tech realm, propelled me into the world of fractional leadership.

How do you determine if a fractional engagement has been successful or not?

In fractional engagements, success is determined by collaboratively defining "winning" with the client. We set clear, measurable outcomes upfront, ensuring alignment on success metrics. Evaluation covers impact, client satisfaction, and goal attainment, fostering mutual understanding and contentment with the value delivered.

Fractional leadership often involves working with different industries and teams. How do you adapt to new environments, and what have you learned from these diverse experiences?

Adapting to diverse environments in fractional leadership involves active listening, rapid learning, and flexibility. Each new industry and team requires understanding unique dynamics and challenges. I have learned to leverage transferable skills while remaining open to new approaches. Successfully juggling multiple clients demands organization, clear communication, and prioritization. Regular check-ins and setting realistic expectations are key strategies. Flexibility and adaptability ensure that each client receives the attention and support they need to thrive.

What advice would you give to professionals aspiring to become fractional leaders?

Trust your instincts; not every client aligns with your expertise. Clearly define your niche and ideal clientele. Avoid undervaluing your expertise. Embrace your zone of genius. Leverage your network and do not hesitate to seek assistance when needed!

Where can readers learn more about you?

Here is my LinkedIn:


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