As businesses navigate shifting economic landscapes and evolving marketing demands, the traditional full-time, in-house marketing team model is no longer the default. Enter fractional talent—specialized marketers who bring high-level expertise without the commitment of a full-time hire. This flexible approach isn’t just a trend, it’s reshaping how companies build agile, effective marketing teams.
To explore why fractional talent is becoming a permanent fixture in the marketing world, we caught up with Justin Belmont, Founder of Prose and former Google executive. Justin offers his perspective on why this model works, what it means for the future of marketing, and how companies can adapt.
Q&A with Justin Belmont
Q: Why do you think fractional marketing talent is here to stay?
A: Because it just makes sense. Companies get access to top-tier talent without the overhead, and marketers get to work on projects they actually care about. It’s a win-win. The old model of bloated teams with redundant roles is dying. Businesses want flexibility, and fractional talent delivers that without sacrificing quality.
Q: How has the role of fractional marketers evolved in recent years?
A: It used to be that fractional marketers were seen as gap-fillers, like, “We need someone until we hire full-time.” Now, they’re strategic partners. Companies are realizing that you don’t need someone sitting in a cubicle 40 hours a week to drive growth. You need the right people, with the right skills, plugged in at the right time.
Q: What advantages does fractional talent bring that traditional teams might not?
A: Fresh perspectives, for one. Fractional marketers aren’t stuck in your company bubble, so they bring new ideas and approaches. Plus, they’re used to hitting the ground running. No long ramp-up time, no endless onboarding. They get in, get the job done, and keep things moving.
Q: Are there any risks or downsides to relying on fractional talent?
A: Sure, if you don’t manage it right. The biggest risk is treating them like outsiders. If you don’t integrate them properly, you’ll miss out on their full potential. Communication is key. But honestly, the same goes for full-time teams. Bad management screws things up no matter what.
Q: How can companies best adapt to this shift in how marketing teams are structured?
A: Embrace flexibility. Stop thinking in terms of headcount and start thinking in terms of skill sets. What do you actually need to achieve your goals? Build teams around that, not around outdated job descriptions. And most importantly, trust the experts you bring in—fractional or not—to do what they do best.
