The Fractional Advantage: C-Suite Leadership Without the Full-Time Price Tag

April 22, 2026

Episode Overview

What do you do when your health center needs C-suite leadership but can't justify—or afford—a full-time hire? In this episode, Jill Steeley sits down with Rebecca Mankin, a seasoned FQHC executive and founder of Mankin Consulting, LLC, to break down the fractional executive model and why more community health centers should be using it. Rebecca has served as interim CEO, COO, and CFO for multiple health centers simultaneously, led financial audits with combined budgets exceeding $100 million, and has a track record of turning struggling organizations around—without the slash-and-burn approach. This conversation is practical, eye-opening, and directly relevant to every health center leader navigating uncertainty right now.

In this episode, you'll learn:

  • What a fractional executive actually is—and how it differs from a consultant or interim hire

  • What a typical fractional engagement looks like: hours, duration, and scope

  • What size and type of health center benefits most from this model

  • The most common financial blind spots Rebecca finds when she walks into a health center for the first time

  • How to make the ROI case for fractional leadership over a full-time hire

  • What health centers need to have in place for a fractional engagement to succeed

  • How to vet a fractional executive and avoid costly mistakes

  • Why survival mode is the enemy of strategic thinking—and what to do instead

  • Red flags to watch for when evaluating fractional candidates

Key Takeaways

"You don't always need more time. You need the right experience at the right time."

— Rebecca Mankin

"When you're inside the bottle, you can't read the label. Sometimes you need that outside perspective."

— Jill Steeley

"Every system we improve, every process we fix, ultimately impacts the patients and staff in these centers."

— Rebecca Mankin

What Is a Fractional Executive?

A fractional executive steps into the leadership team—not as a consultant who advises from the outside, and not as a simple interim filling a gap—but as an embedded leader who is in the meetings, making decisions, and accountable for outcomes. The key difference: they work a fraction of the time (typically 10–30 hours per week) at a fraction of the full-time cost, while bringing immediate, high-level impact without a lengthy ramp-up.

Rebecca's firm, Mankin Consulting, provides fractional CEO, COO, and CFO services specifically to community health centers—bringing deep FQHC expertise that a generalist accountant or outside consultant simply can't replicate.

The Most Common Financial Blind Spots Rebecca Finds

  • Lack of real-time financial visibility — no KPI dashboards, just backward-looking financials

  • Revenue cycle inefficiencies — gaps in workflows, undocumented processes, rising denial rates with no root-cause analysis

  • Misalignment between operations and finance — poor communication between departments leads to costly disconnects

  • Under- or over-utilization of data — too many KPIs is as dangerous as too few; track 10 meaningful metrics, not 100

The ROI Case for Fractional vs. Full-Time

When evaluating the true cost of a full-time C-suite hire, health centers often forget to factor in: salary, benefits, recruitment costs, relocation expenses, onboarding time, and ramp-up time before the person is productive. A fractional executive eliminates most of these costs while delivering immediate impact.

Rebecca's approach: identify revenue cycle gaps that generate measurable new dollars—often enough to pay for the fractional engagement many times over, and leave the health center with sustainable systems after she exits.

A real example: one health center went from 6 days cash on hand to 80 days—without a single layoff.

How to Vet a Fractional Executive

  • Check references thoroughly—just as rigorously as a full-time hire

  • Ask state PCAs and national associations for recommendations

  • Look for outcome-based LinkedIn recommendations, not just tenure

  • Confirm they have FQHC-specific experience (340B, UDS, HRSA compliance, sliding fee scales)

  • Beware of executives who only offer a 'slice and dice' approach—look for a holistic, balanced strategy

  • Make sure they roll up their sleeves and execute, not just advise

Mentioned in This Episode

Mankin Consulting, LLC — Rebecca's fractional executive and consulting firm for FQHCs | mankinconsultingservices.com | (660) 223-6212

CEO Bootcamp — Jill's 5-month program for FQHC executives, co-led with Steve Weinman

Rebecca Mankin on LinkedIn — linkedin.com/in/rebecca-mankin-mpa-cgfm-ache-79980baa/

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© 2026 Jill Steeley