For decades, the pinnacle of a successful corporate career was the C-suite.
The journey was a linear ascent, marked by increasing responsibility, larger teams, and a more prestigious title. But for a growing number of seasoned executives, reaching the top of the mountain reveals a surprising truth: the view is different from what they expected.
After years spent managing immense operational complexity, the day-to-day realities of a top job can feel less about strategic impact and more about navigating bureaucracy. This realisation is driving a profound shift in the very definition of a successful “encore” career. Leaders are intentionally stepping off the traditional path to build something different: a portfolio career, driven not by the pursuit of a title, but by the desire for meaningful impact.
This isn’t retirement. It is a strategic redeployment of a lifetime’s worth of experience.
At Advisors Collective, we see the powerful motivations behind this choice every day.
The Shift from Position to Purpose
The move to a portfolio career—taking on multiple board, advisory, or fractional executive roles—is rooted in a fundamental re-evaluation of what matters most.
- Leveraging Wisdom over Managing Operations: After decades of running departments or entire companies, the desire to be “in the weeds” fades. The true value an experienced leader offers is not in managing the daily P&L, but in providing the “sea-tested” wisdom that prevents the next generation of leaders from making critical mistakes. They transition from running the ship to being the trusted navigator.
- Solving High-Stakes Problems: A portfolio career allows a leader to apply their unique expertise to the most critical challenges across multiple organisations. Instead of being consumed by one company’s operational cadence, they can focus their energy on what they do best: providing counsel on high-stakes decisions, from market entry and crisis management to M&A and digital transformation.
- Seeking Variety and Continuous Learning: The human brain thrives on new challenges. A portfolio career offers a constant stream of fresh problems, new industries, and different leadership teams to engage with. This variety keeps a senior leader’s skills sharp and their perspective relevant in a rapidly changing world.
For Companies, It’s Access to Unprecedented Firepower
This trend is not just a win for executives; it is a game-changer for businesses. It unlocks a talent pool that was previously inaccessible.
Companies can now bring in a top-tier former COO to de-risk their supply chain, a seasoned CMO to guide their brand strategy, or a veteran CEO to advise their board—on a contract or project, hybrid or remote format but always with a view to providing high-impact.
This is more than consultancy; it is the transfer of lived experience. It’s about getting objective, unvarnished advice from someone who has not just read the playbook, but has written it, tested it, and learned from it under fire.
The decision to build a portfolio career is the ultimate expression of a leader’s confidence in their own value. It is a deliberate choice to move from managing a title to making a tangible impact. For the businesses wise enough to engage them, it is a powerful competitive advantage.
Sources:
- ‘The Rise of the Portfolio Career’ – Harvard Business Review
- ‘Why a Portfolio Career Could Be Your Best Move in 2024’ – Forbes
- ‘The New Rules of Retirement for Senior Leaders’ – Korn Ferry
