The team portal. Private.
For the Fractional 360 team. Please do not forward.
How Chris and Greg run LinkedIn as a system rather than a series of one-off posts. Two voices to start, more chairs as they onboard. Below: the operating rhythm, the voice guide we hold every draft against, and four joint thought-leadership briefs for review at tomorrow's session.
Two to three posts per person per week, alternating so the pair reads as a running conversation rather than two broadcast channels. Every piece traces back to a real engagement or a recorded riff. Nothing publishes without the author's sign-off, and anything AI-made says so.
Brainstormed drafts for the 3-4 joint pieces in the first 60-90 days. Each has a working title, the angle, and the format. Review together tomorrow; kill, keep, or reshape.
The argument: A consultancy billed seven figures for a carve-out plan that a model can now draft in minutes. What it cannot draft: knowing which of nine concurrent workstreams breaks first, which vendor promise is real, and when to say no. The market is re-pricing advice, and the premium is moving to judgment.
Why it lands now: Every executive is being asked why they still pay for advisory. This gives them the answer, and it positions the whole fractional model at the same time.
1. "A firm charged a client seven figures for a document I could now generate in four minutes. That is not the interesting part. The interesting part is what the four minutes still can't do."
2. "AI took the part of my job I was never proud of. It cannot touch the part that took 35 years."
3. "The big four are being commoditized in real time, and you can watch it in their margins. Here is what is actually being commoditized, and what isn't."
Eight slides: "What AI can draft" versus "What it can't". Left column fills instantly, right column stays hand-written. Ends on the cost of getting the right column wrong.
A redlined consultancy deliverable with the generic pages struck through and three margin notes in handwriting. The notes are the value.
Greg to camera, unpolished, one take: the seven-figure story. Label as recorded and edited, no avatar needed for this one.
The argument: The line that framed the whole model. Nobody at pre-seed needs a full-time C-suite; everybody needs the 30-year operator for four hours a month. Walk the stages: what you need at seed, at Series B, at carve-out, and the moment fractional should become interim.
Why it lands now: It is the most quotable idea in the partnership and it disqualifies the wrong buyers politely, which makes the right ones lean in.
1. "Founders keep asking me when they should hire a CIO. Usually the answer is never, and that is not a criticism of the role."
2. "There is a stage where hiring a full-time executive is the most expensive way to get the least value. Most companies are in it and don't know."
3. "I have turned down more full-time offers than I have taken. Here's the math that made that the right call for the client too."
One visual: rows are seed / Series A-B / scale / carve-out, columns are what you need, what it costs, what to skip. This becomes the gated asset.
The line set large in IG type, attributed to Greg, with the F360 chair strip along the bottom.
Post the grid and ask founders which row they are in. The replies are the next three posts.
The argument: Dozens of diligence runs teach a pattern no checklist holds. The fresh-eyes evaluation, the Malwarebytes pattern, look at my people, my process, my technology and tell me the truth, applied to M&A entering or exiting, across every chair, at practitioner speed and cost rather than consultancy speed and cost.
Why it lands now: PE deal teams are the highest-value audience in the partnership, and this is the offer they buy first. It also opens the Naveen lane.
1. "A CEO once told me he had been breathing his own exhaust too long. He wanted someone with scars to tell him the truth about what he actually had."
2. "I have run diligence dozens of times. The finding that kills the deal is almost never on the checklist."
3. "Diligence used to mean a binder. Now it means an operator who has stood up the thing you are about to buy."
People, process, technology as three overlapping lenses with the real question under each. Simple, printable, useful in a meeting.
Naveen reposts with the deal-side view, which puts two credible voices on the same idea from opposite sides of the table.
60 seconds on the one finding that changed a deal. Names withheld, numbers kept.
The argument: The Everfox story as a PE operator's field guide. What a step-down TSA really costs, why HR comes off first because of benefits and payroll, what the new entity never inherits (no CRO, no CMO, no CISO, and a marketing team of three), and what a coordinated fractional C-suite changes about that math.
Why it lands now: Greg's original article on this drew 96 comments and 7 reposts. This is the sequel to proven demand, and it is the strongest single proof point the partnership owns.
1. "They were paying a million dollars a month for the privilege of using their old systems. That is what a TSA actually costs, and the clock does not care about your roadmap."
2. "Nine concurrent workstreams, twelve months, and a company that did not exist yet. Here is the order I would do it in if I had to start again on Monday."
3. "In a carve-out they keep the good ones and send you the others. Plan for that on day one and the whole thing gets easier."
Twelve-month timeline with nine workstream bars, HR's 90-day gun jump highlighted. Reusable in every PE conversation.
"The Carve-Out Operator's Checklist" as the download. This is the pipeline asset of the four.
Greg and Chris on the marketing side of a carve-out, cut into three shorts. Healthy disagreement encouraged.
You are drafting a LinkedIn post for [NAME], [ROLE] in the Fractional 360 model. VOICE RULES (do not break): - Business-first. Tie everything to a business problem, ideally revenue. - One concrete metaphor maximum. Their own metaphors are best. - Lead with a specific moment, number, or named situation. Never a generic opener. - Plain and a little wry. Self-deprecating beats self-promoting. - Experience over knowledge: write from the scar, not the summary. - No em dashes. No hype words (robust, leverage, seamless, game-changing). - No negative-parallelism framing (the "isn't just A, it's B" shape). - No hedging preamble before the point. No summary sign-off paragraph. - No stacked "and also" constructions used to pad a sentence. - Never promise or guarantee an outcome. SOURCE MATERIAL: [paste the transcript excerpt or engagement detail] OUTPUT: 1. Three opening hooks, each under 25 words, each a different angle. 2. A 150-200 word post using the strongest hook. 3. One line naming what the reader should do next (no hard CTA language). 4. A note on what you had to invent, if anything, so we can verify or cut it. Then stop. Do not add hashtags or emoji unless asked.