How Fractional Sales Reps Stay Aligned Without Stealing Your Time

You know you need help with sales, but the last thing you want is another direct report to manage.

You barely have time to manage your own calendar. But, you need to scale the sales process and step away from it so you can fully step into the owner role. 

So you make the hire, sit them down, and do what every busy founder does, you hand it all over, “Here’s the pitch deck. Here’s my sales script. Here’s the CRM. Good luck.”

In theory, this is delegation. Afterall, you just hired an experienced salesperson so they should be good to go. But in practice, it’s abdication—and most of us don’t see the difference until it’s too late.

At Altezza, we’ve watched this tension play out time and again. A smart founder brings on a smart salesperson, trusts them to figure it out, and then months later wonders why the numbers aren’t moving. It’s not because the hire was bad. It’s because they skipped the part where strategy becomes system and the rep is given the foundation they needed to succeed in your unique business. 

The irony? Most founders don’t even consider themselves sales experts. So when a new sales hire shows up, they assume, “This person knows how to sell. They’ve got this.” And they turn them loose.

But knowing how to sell and knowing how to sell your unique product are two very different things.

That’s why, at Altezza, we’ve learned to approach this differently. Founders don’t need to become sales managers. They just need a process that lets them hand things off without disappearing entirely. One that creates alignment without adding more meetings to the calendar. 

Here’s how we do it.

Start Small, Move Fast

Most founders get tripped up when they hear the words “delegate sales” because they picture more meetings, more involvement, and more time they don’t have to train somebody. At Altezza, we’ve learned the key to scaling sales without consuming the founder is to let them keep doing what they are already doing, but with someone else in the room.

That’s exactly how our founder, Steve, made the transition. He was still leading sales. Still taking the calls. Still carving out time for follow-ups. But instead of doing it alone, he brought in Drew, a fractional sales rep, to shadow the process. That way he could observe real conversations in real time. 

In the medical world, there’s a training philosophy called: See one. Do one. Teach one. That’s the approach we took.

At first, Drew just observed. Then, he started leading small parts of the call—intro questions, early rapport, setting the next steps. Steve stayed in the driver’s seat but slowly handed Drew the wheel. After each call, they debriefed. What worked? What didn’t? What could be improved next time?

Over time, the balance flipped. Drew started running the calls. Steve became the observer. And eventually, Steve didn’t need to be there at all.

That’s when sales became truly scalable, because it was no longer tied to the founder. 

What keeps this motion tight and effective is one simple rhythm: a weekly sales sync. Just one meeting a week to check the pipeline, talk through roadblocks, and surface insights from the market. Afterall, there is no richer intel that can replace what a great salesperson hears in a real conversation with a real prospect.

This is what most founders miss. You don’t have to train someone from scratch or build a whole curriculum. You just need to let them into the real work, while it’s happening. That’s what fractional sales makes possible without adding more meetings to the founders calendar. 

If you’re ready to cut the fluff and get results, let’s talk.