A lot of companies had a good run the last few years. Sales climbed and funding came through. But recent not-for-the-better changes in the economy have made the outlook a little murkier, and leaders are realizing they built for growth, without building for weather.

Member Lindsey Saletta has spent over a decade as a fractional CEO and COO to creative founders in fashion, jewelry, and consumer goods, managing P&Ls up to $50M and stepping in when the numbers stop cooperating.

In this week’s Briefing, she gives us a pre-crisis checklist. The first on that list? CASH FLOW.

Your marketing calendar is full.

But is any of it actually working?

In this week’s BOARD BRIEFING, KORA Organics CEO Lauren Elias challenges one of marketing’s most persistent assumptions: that more channels, more activations, and more content somehow add up to more growth.

At KORA, four months of digging into the data revealed something uncomfortable.

Almost everything looked busy.

Only a few things moved the needle.

So they stopped trying to be everywhere and doubled down on what actually worked.

The result? A declining DTC business shifted to 30%+ growth in six months.

The future of marketing isn’t 360.

It’s precision.

‘A for effort’ does not apply to fractional leaders - especially since AI is here.

In this week's Briefing, Member Stephanie gives us a voice-of-the-customer breakdown on why it doesn't matter how long you spent on something, only what the final product looks like.

Stephanie Koch is a Fractional COO and Strategy Advisor in Munich who's built ops, HR, finance and legal functions for dozens of startups.

Read the full article for her cheat code on the value of your work, now that we all have new tools.

Most leaders think they're hired to have the answers.

They're not.

They're hired to ask the right questions first.

In this week's BOARD BRIEFING, Jann Parish shares why the first 30 days in any leadership role shouldn't be spent proving yourself—they should be spent reading the room.

The biggest mistakes don't happen because leaders move too slowly.

They happen because they solve the wrong problem too quickly.

If you're stepping into a new company, a new client, or a new role, this is the playbook you need before making your first big move.

Luxury brands spent years saying customers would never buy online.

They were wrong.

The problem was never digital.

It was believing that storytelling and performance had to compete.

In this week's BOARD BRIEFING, Molly McDermott Walsh shares why the strongest marketing strategies don't choose between creativity and data—they use both.

The best campaigns tell the right story, to the right audience, in the right place.

Because impressions don't matter if they never become action.

And performance doesn't last if there's no brand worth remembering.

If you're building a modern marketing strategy, this is one worth reading.

You know exactly how to diagnose your clients.
But have you ever diagnosed yourself?

In this week's BOARD BRIEFING, Katherine Danesi asks one deceptively simple question that most fractional leaders struggle to answer:

What do you actually deliver?

Not your services.
Not your résumé.
Not your process.

The transformation.

Because clients don't hire you for what you do.
They hire you for what changes because you're in the room.

If your proposals are always customized, your pricing is constantly negotiated, or you're saying yes to work that doesn't quite fit, this might be the question you've been avoiding.

Everyone is asking the same question:

"How do we implement AI?"

It's the wrong question.

In this week's BOARD BRIEFING, Dr. Yi Zhang explains why most AI initiatives don't fail because of the technology—they fail because organizations aren't ready for it.

Poor data.
No change story.
Broken processes.
The wrong implementation partner.

AI isn't the competitive advantage.

A workforce that's ready to use it is.

If you're investing in AI this year, read this before you invest another dollar.

The internet didn't calm down.

It got louder.

Six months after her original BOARD BRIEFING, Carla Hawkes revisits the question many marketers are still asking: why does social feel harder than ever?

More AI.
More platforms.
More content.
More pressure.

Yet the brands breaking through aren't creating more noise.

They're creating more joy.

If you're leading social, marketing, or content in 2026, this is your reminder that attention isn't won by shouting louder. It's earned by making people actually want to stay.

Most founders are using AI wrong.

Not because they don't care.
Not because they haven't tried.

Because nobody told them that Claude, ChatGPT, and Gemini are built for fundamentally different jobs.

In this week's BOARD BRIEFING, Vix Reitano breaks down the AI decision that's quietly costing companies time, money, and better outcomes.

Everyone is using AI.

The advantage now isn't adoption.
It's knowing which tool to trust, when to use it, and when to override it.

If AI is part of your workflow, this is required reading.

The companies winning right now aren’t hiring less.

They’re hiring differently.

In this week’s BOARD BRIEFING, April Uchitel breaks down one of the biggest shifts happening across business: the move away from traditional org charts and toward a new model built on full-time talent, fractional operators, and AI.

The question isn't: "How many people do we need?"

It's: "What expertise do we need, and when?"

The future belongs to lean teams with senior judgment—not bloated teams with layers of management.

If you're still thinking about talent the way you did five years ago, it's time to rethink the model.

AI isn’t just making mistakes.
It’s making them confidently.

In this week’s BOARD BRIEFING, Jeanne Meyer breaks down the growing problem of AI hallucinations—from The New York Times publishing inaccurate AI-assisted reporting to medical research errors quietly slipping into trusted systems.

The issue isn’t that AI gets things wrong.
It’s that people stop questioning the output.

If your team is using AI for research, strategy, communications, or content creation, this is required reading.

Every fashion brand says they need more content.

They don’t.
They need a different production system.

In this week’s BOARD BRIEFING, Iwona Waluk explains why the old model—shooting, rebuilding, and reproducing assets for every touchpoint—is collapsing under modern demand.

The brands that win next won’t produce more.
They’ll build differently.

It’s probably not a hiring problem.
It’s a thinking problem.

In this week’s BOARD BRIEFING, Lesley Holmes breaks down why most companies default to filling roles instead of solving the actual problem—and how that’s costing them time, money, and momentum.

The best talent isn’t applying for your job posting.
They’re already out there, solving the exact problem you’re stuck on.

If you’re still building teams around org charts instead of opportunities, you’re leaving real value on the table.

Merchandising didn’t break.
We just tried to turn it into a spreadsheet.

In this week’s BOARD BRIEFING, Parisse Majd reframes the role of the merchant—not as a data operator, but as the bridge between creativity and commerce.

Data tells you what did sell.
Instinct tells you what should exist.

The brands that win won’t be the most optimized.
They’ll be the ones bold enough to trust the eye, the gut, and the moment.

Your brand isn’t broken.
Your ecosystem is.

In this week’s BOARD BRIEFING, Amy Demas calls out what most companies get wrong: they treat rebrands like transformation.

New logo. New palette. Same disconnected system.

The brands actually winning right now aren’t launching bigger campaigns.
They’re building living ecosystems where strategy, identity, and content reinforce each other—every single day.

If your brand still shows up in bursts instead of consistently, this is your reset.

Your best thinking isn’t happening in your inbox.
It’s happening when you step away from it.

In this week’s BOARD BRIEFING, Lesley Holmes breaks down what most performance cultures ignore: stress isn’t just exhausting you — it’s shutting down the part of your brain responsible for strategy, creativity, and decision-making.

You don’t lose intelligence under pressure.
You lose access to it.

If your calendar is full, your brain might be running at half capacity.

You left the C-suite.
But you also left your growth system.

In this week’s BOARD BRIEFING, Dr. Yi Zhang calls out the uncomfortable truth about fractional work: no one is investing in your development anymore.

No offsites.
No leadership training.
No built-in peer group.

If you’re a fractional CMO, CFO, COO, or operator still running at full speed without investing in your own evolution, the plateau is coming.

The best fractionals aren’t just executing.
They’re deliberately upgrading their thinking, networks, and perspective—because that is the product.

Burnout isn’t a personal failure.
It’s a biological and systemic signal that something is taking more than it gives back.

In this week’s BOARD BRIEFING, Lilly Liu Minkove unpacks why high-performing women are often the most vulnerable to burnout—and why so many don’t catch it until they’re already deep in it.

If you’re leading a team, raising a family, caring for parents, navigating perimenopause, or quietly carrying more than anyone sees, this one will hit hard.

This isn’t about doing less.
It’s about finally understanding what too much is costing you.

Traffic is rented.
Recall is owned.

In this week’s BOARD BRIEFING, Steph Liu breaks down what most marketers haven’t fully absorbed yet: AI doesn’t rank brands—it curates them.

And if your brand isn’t explicitly requested, you don’t exist in that moment.

This is the shift:
From search results → to shortlists
From traffic → to memory
From optimization → to salience

If your strategy still depends on clicks, you’re optimizing for a system that’s already changing.

The funnel isn’t broken.
It was never real.

In this week’s BOARD BRIEFING, Kristin Lewis calls out what most growth teams won’t admit: we’ve been optimizing against a model that doesn’t reflect how people actually buy.

Consumers don’t move in stages.
They move in loops.

If your CAC is rising, your creative is burning out, and your growth is flattening, this isn’t a channel problem.

It’s a model problem.