When Mike Waldron took on the role of SVP, Corporate Affairs & Sustainability at Vantage, he knew he needed help, but he also knew it was a short-term assignment. His answer? Hiring a comms leader on a fractional basis. CommsCollectiv partner, Eric Kraus, sat down with Mike to get his insights and learnings from the experience.
Eric Kraus: You’ve led corporate affairs at some of the largest firms in America, give us a quick snapshot of your background and what you’re focused on right now.
Mike Waldron: I would actually say that I’ve been privileged to lead these functions. Growing up I loved politics and the ins-an-outs of policymaking (yes, I like to watch C-Span; my wife says it’s boring). After college, I worked in the Massachusetts Senate, then moved to DC where I served on Capitol Hill and worked for two Secretaries of Energy. At the end of the Administration, I joined a global public affairs firm before moving to help a range of companies navigate what is an increasingly complex stakeholder mix and environment.
Today, I’m drawing on all of those experiences at a PE-owned specialty chemicals company, where I lead communications, sustainability, government affairs, Environment Safety & Health and regulatory.
EK: What’s the biggest challenge businesses and comms teams face today that fractional talent can help solve?
MW: Depending on the profile, there are so many gaps a fractional expert can fill. For me, the real value is having a seasoned thought partner. Someone who has seen a lot, could drop in quickly, and can coach and mentor others when my time is limited. Beyond being a sounding board, a fractional resource can execute quickly with insight.
EK: How do you decide when to bring in fractional help instead of hiring full-time, and what’s the biggest benefit you see?
MW: I originally brought in fractional help to fill in during an employee sabbatical. Because of the experience level, this individual ramped up fast and picked up the work seamlessly. This probably wouldn’t happen as quickly with a communications firm that is balancing multiple issues and client demands.
EK: For leaders new to this model, what’s one unexpected benefit you’ve seen from hiring fractional talent?
MW: Speed and simplicity. Fractional experts aren’t bogged down by corporate processes like performance reviews or budgeting. They dive in, ask the right questions, and get things done, often with minimal direction. That kind of efficiency is a game-changer.
EK: In your experience, how can fractional leaders help an organization move faster on key initiatives?
MW: Going forward, I’ll lean into fractional talent for project-based work. Big firms have their place, and I’ve worked with some great ones. But sometimes you just need someone who can focus, execute, and deliver. Fractional leaders are often the fastest path to progress. Little ramp-up, no red tape, and shortened time to results.
EK: What qualities make someone particularly effective in a fractional role?
MW: It depends on the need. If you’re rebranding and lack in-house bandwidth and a large budget, a fractional brand expert can lead a lean, agile process. This would likely be faster and more cost-effective than a big agency. The same goes for specialized roles like speechwriting or CEO positioning. The right fractional hire would add immediate value. As my dad used to say, the key is using the right tool for the job.
EK: Do you see the rise of fractional hiring changing how communications departments are structured?
MW: While I always think you need trusted, in-house talent, I can see a shift toward leaner teams supported by a broad bench of fractional specialists. It’s a model that boosts agility, brings in senior expertise, and avoids the overhead of large firms. For many organizations, it could be a smarter, more flexible way to work.
EK: How do you see fractional work shaping the future of corporate communications over the next 3–5 years?
MW: As demand grows and budgets shrink, I hear “Can’t AI do that?” a lot. But corporate affairs isn’t a widget factory, it’s about nuance and people. It’s about reading the tea-leaves, understanding the unspoken and knowing when to push or pause. The reality is, AI can only do so much. Fractional specialists can do all of these things.