Torben Anderson
- Specialism: Fractional COO
- Track Record: Arthur Andersen, RBS, Credit Suisse, Cognizant, Deutsche Bank, Rewired.one
- Offer: Fractional COO – I help overwhelmed CEOs regain their time and focus by providing strategic leadership and operational support as a Fractional COO. My work involves optimizing processes, managing key projects, and aligning business goals to help founders focus on their creative vision and growth, without getting bogged down in daily operations. I offer a high-level partnership that ensures smooth execution and clarity across teams, empowering CEOs to work more efficiently and achieve long-term.
- Torben says: “Helping Tech CEOs reclaim their freedom to do the stuff they love.”
- Try me (torbenanderson.com)
What motivated me to become a Portfolio Executive was the opportunity to transition out of the corporate world with greater flexibility.
It offered a fast and manageable way to start building something new while still maintaining your current role. You can gradually ease into the role, only stepping away from your day job when you’re ready or have established an alternative income stream.
In order to get started, I reduced my monthly expenses and saved enough for a 6-month runway. I then took a 6-month sabbatical from my job to focus on launching my business.
Fortunately, I didn’t need to return to my previous role. My first significant success as a Portfolio Executive came with a part-time, 3-day-a-month role at a major bank, which allowed me the flexibility to pursue new business opportunities during the remaining days.
I have come to learn that flexibility and being open to continuous learning are key, as fractional roles present unique challenges and opportunities for growth. Most importantly, I’ve discovered the value of building strong, long-term strategic relationships.
Over time I have honed my skills and built the network to operate at a high level across multiple ventures. I can choose roles that align with my strengths and vision, which allows me to move faster and deliver more value.
I hope to keep scaling businesses like finely tuned machines, where everything runs smoothly without needing to be hands-on every moment. It’s about working ON the business, not IN it—creating systems that let CEOs focus on product and vision.