🤙Neil Weitzman

SOLD. PORCH has been acquired by two immigrant entrepreneurs.

Four years ago, Hunter (far right in the pic) and I made a bet that people would show up for each other if we gave them a place to do it.

They showed up. Thousands of them, from over 60 countries,
We met them across more than 100 events, in living rooms and on Zoom.
We hung with them on rooftops and at dinners that ran way past end time,
We watched friendships start.
We watched companies launch.
We watched people walk in unsure of themselves and walk out with their first client, their first co-founder, or just the confidence they had been looking for.

And while we didn't realize it until later, we were becoming better men and better humans.
I can not begin to explain how running a club and supporting immigrant entrepreneurs helps you learn about life, and kindness and appreciation and love for all.

We built PORCH 💚 because much of what existed for immigrant entrepreneurs was predatory. Organizations charging for introductions, selling coaching packages to people who couldn't afford to waste money on bad advice, offering visibility to founders who needed customers.

We built PORCH to be the opposite of that. We trusted that the community would take care of itself if you gave it the right room. The journey is hard enough without going it alone.

Selling something you built from nothing is a strange feeling.
Even when the decision is right, even when you know the next owners are the right people, there's a moment where you feel the weight of it.

Four years of late nights and early mornings and events you weren't sure anyone would come to. Letting that go takes something out of you, and pretending otherwise would be dishonest. But the right move and the easy move are rarely the same.

Hunter and I let go with full hearts because of who is taking it over. Two amazing humans who have been part of this journey for some time. The best part of all is that
PORCH has been acquired by two immigrant entrepreneurs. This is the PORCH story completing itself.

Selling PORCH is bittersweet of course but it is the right move at the right time.

The word that sums it up best is GRATEFUL.
We are grateful. Grateful for the late-night voice notes from people five time zones away. Grateful for the random DMs telling us a conversation at a PORCH event turned into a business. Grateful for every person who let us into their story and shared their journey. Grateful for the learning, the tears, the laughter and the friends we will keep with us forever.

Thank you to all of you who have been part of the PORCH journey (and continue to be). You have inspired us more than you can ever know.

PORCH was never us. It was always you. It will always be.
Thank you.

P.S For me most of what I do is about my kids. These four incredible and beautiful humans with the biggest hearts - Annie, Gage, Ella and Hunter.

Full time CROs are exhausted and frustrated, and many are seriously considering going fractional.

I keep having the same conversation with full-time CROs. They keep telling me their goal is to get freedom, flexibility and ever lasting life and I say, thats why many went fractional :)

More CROs (and CMOs) are opting out of the full-time grind.

Here's why:

Often handed impossible targets with zero support.
- Boards give you a revenue number based on what they need to raise the next round, not what's actually possible given your product, team, or market.


You're expected to hit 300% growth with the same budget as last year and a sales team that's half the size it should be.
- You're stuck fixing problems you didn't create (yeah thats the job, but geez it’s frustrating)


The product roadmap is 18 months behind, messaging is all over the place, and the ICP keeps changing every quarter.
- But when a pipeline misses, it's your fault. Not product's, not marketing's, yours


You're fighting attribution battles nobody wins.
- You know pipeline comes from multiple touches across weeks or months, but you're forced to report on first touch or last touch because that's what the CEO understands


Meanwhile the CFO wants to cut your budget because "we can't prove ROI".
- You're told to do more with less every single quarter.


Hiring freezes but quota stays the same.
- Tool budget cut but you still need to hit the number.


Oh and can you also fix onboarding, build out enablement, and run all the leadership meetings?

Your best reps leave because comp plans keep changing or they're tired of selling a product that is not improved based on real customer feedback.


Here's what I learned going fractional:

The GOOD STUFF

-You get to work with multiple companies, solve different problems, and actually see your work make an impact without the politics.
-No endless meetings about meetings or fighting for a budget that never comes.
-You control your time, pick your clients, and walk away from bad fits.
-The money can be great if you are successful


The NOT SO GOOD STUFF

-You don't own the calendar, you have to move faster than most execs are comfortable with, not every CEO is ready to actually let you do your job.
-Some expect a miracle worker
-You're constantly selling yourself and proving your value in ways a full-time CRO doesn't have to (it’s often a bit of a strange feeling)

Going fractional isn't running away. It's choosing to work in a way that lets you actually solve problems instead of managing politics.

The full-time CRO role is broken in many companies. Unrealistic expectations, misaligned incentives, zero support.

Going fractional lets you focus on what you're actually good at: building and executing GTM systems that work.

Not every CRO should go fractional. But if you're burning out, fighting the same battles every quarter, and wondering if there's a better way?

There is.