This case study examines the successful career transition of Rachael De Foe from traditional employment to fractional leadership in the communications sector. De Foe transformed career burnout into a thriving business model, achieving a 292% increase in annual income while establishing greater work-life balance and professional autonomy.
Background
Company Profile
- Individual: Rachael De Foe, 31 years old, Singapore native
- Previous Experience: Multiple years in public relations across large agencies and boutique firms
- Current Role: Fractional Head of Communications
- Company: Redefy (established 2020)
Market Context
The public relations industry in Singapore was characterized by what De Foe termed the "agency monster" - a cyclical pattern where agencies continuously expanded teams to service more clients, creating unsustainable growth patterns and employee burnout.
Problem Statement
Primary Challenges
- Chronic Burnout: Repeated episodes of professional exhaustion across multiple employers
- Industry Cycle: Unsustainable business model requiring constant expansion
- Career Dissatisfaction: Inability to envision long-term success within traditional employment structure
- Work-Life Balance: Lack of autonomy and control over professional trajectory
Precipitating Factors
- Recognition that traditional career advancement path was incompatible with personal values
- Observation of unsustainable patterns across multiple employers
- Desire for greater professional control and flexibility
Strategic Decision
The Transition
In late 2019, De Foe made the strategic decision to leave her position earning S$72,000 ($56,000 USD) annually without securing alternative employment.
Initial Plan: Take time to decompress and reassess career options
Reality: No concrete plan for future employment or business development
External Catalyst
The COVID-19 pandemic in early 2020 created both significant risk and unexpected opportunity:
- Risk: PR and HR functions were among first to be cut during economic downturn
- Opportunity: Companies needed leaner, more flexible communications solutions
Implementation
Business Model Development
Service Offering: Fractional Head of Communications
- Part-time leadership role across multiple organizations
- Strategic responsibility for entire communications function
- Autonomous schedule and client selection
Client Acquisition
Initial clients approached De Foe directly during the pandemic, seeking solutions for:
- Reputation management issues
- Cost-effective communications leadership
- Strategic communications guidance without full-time overhead
Operational Structure
- Client Load: 3-5 companies simultaneously
- Reporting Structure: Answers to multiple CEOs while maintaining entrepreneurial autonomy
- Service Model: Embedded strategic leadership rather than project-based freelancing
Results
Financial Performance
- Previous Annual Income: S$72,000 ($56,000 USD)
- Current Annual Income: S$220,000 ($172,000 USD)
- Income Increase: 292% over traditional employment
- Five-Year Earnings: S$1.4 million ($1.1 million USD)
Qualitative Outcomes
- Work-Life Balance: Greater autonomy and schedule control
- Professional Satisfaction: Increased fulfillment and career satisfaction
- Market Position: Recognition as subject matter expert in communications
- Industry Influence: Observed trend of senior professionals following similar fractional model
Critical Success Factors
Internal Factors
- Industry Expertise: Established reputation and skill set in communications
- Risk Tolerance: Willingness to leave secure employment without backup plan
- Adaptability: Ability to pivot during unexpected market conditions
- Strategic Thinking: Recognition of market gap for fractional leadership services
External Factors
- Market Disruption: COVID-19 created demand for flexible service models
- Cost Pressures: Companies sought alternatives to full-time hires and agency relationships
- Industry Relationships: Existing network provided initial client referrals
- Economic Environment: Market conditions favored lean operational models
Lessons Learned
Strategic Insights
- Fractional Model Viability: Part-time leadership roles can provide superior income and satisfaction compared to traditional employment
- Crisis as Opportunity: Market disruptions can create new business model opportunities
- Personal Branding: Individual expertise can be more valuable than institutional affiliation
- Service-Based Business Advantage: "You are the service" model provides competitive differentiation
Implementation Considerations
- Fractional work requires senior-level expertise and established credibility
- Client relationship management becomes critical with multiple concurrent engagements
- Personal brand development essential for sustained success
- Network effects crucial for client acquisition and retention
Industry Implications
Emerging Trends
- Increasing adoption of fractional leadership model across service industries
- Senior professionals transitioning from traditional employment to fractional roles
- Companies embracing flexible engagement models for specialized functions
Market Evolution
The fractional leadership model represents a significant shift in how professional services are delivered, offering benefits to both service providers and client organizations seeking specialized expertise without full-time commitments.
Rachael De Foe's transition from traditional employment to fractional leadership demonstrates the viability of alternative career models in professional services. Her success illustrates how individual expertise, market timing, and strategic positioning can create sustainable competitive advantages while achieving superior financial and personal outcomes.
The case provides a framework for understanding fractional leadership as both a response to traditional employment limitations and a proactive strategy for career optimization in knowledge-based industries.