Executive Spotlight: Annette Kenney

Transforming Healthcare, One Strategy at a Time: Annette Kenney's Story

 In this month’s Executive Spotlight, we feature Annette Kenney, a healthcare executive and consultant with over 30 years of experience. Annette shares her perspective on fractional leadership, explaining how it provides early-stage companies with high-level expertise while maintaining flexibility and cost-efficiency. She also discusses the value of integrating with company culture and her passion for transforming healthcare through strategic growth. Outside of work, Annette has recently taken up rowing, embracing new challenges in both her career and personal life. 

Q: How would you define fractional work? 

Annette: Fractional work is often described as part-time, which is true, but that may understate its value.    Fractional work involves a real commitment that is not often associated with our traditional definition of part-time work. You’re part of the leadership team, with the same level of accountability as other executives. It goes beyond a consulting engagement where you may come in for a short-term project; it’s about joining forces with the team to make things work for the organization. 

Q: How do fractional executives benefit early-stage companies? 

Annette: Fractional executives provide access to high-level talent without the overhead of a full-time hire. This allows companies to stay flexible and efficient as they scale, without committing to long-term salaries for roles that may not require full-time attention. It’s a way to bring in expertise while managing costs. 

Q: Can you expand on how early-stage companies can be more precise in choosing executives? 

Annette: They need to define their talent needs and be honest about the gaps that might exist in their leadership teams.  For example, I specialize in strategy and growth. An early-stage company may not need a full-time, highly experienced strategist, but they can definitely benefit from a disciplined approach to strategic growth. They can bring me in part-time, for a few days a week, to leverage my experience in strategy –help build that competency across the organization without the expense of a full-time executive. It’s flexible and allows companies to meet their specific needs and pace their talent and overhead investments. 

Q: What motivated you to start doing fractional work? 

Annette: After over 30 years in large healthcare systems, I felt it was time for a change. I’m passionate about transforming healthcare, which often happens more quickly in early-stage companies than in larger systems. I love the opportunity to work with passionate teams and help shape the future of healthcare. 

Q: How would you describe the contrast between large systems and early-stage companies? 

Annette: Large health systems can struggle with being nimble, but they do important work. Early-stage companies, on the other hand, have a lot of passion and excel at innovation, but they often don’t fully understand the complexities of healthcare and face challenges in connecting with health systems. My experience helps bridge that gap, offering perspective and advice on how to better understand and navigate the very difficult healthcare ecosystem. 

Q: What qualities make an effective board leader in healthcare? 

Annette: Passion and commitment are key. Board members must invest time in preparing for meetings, learning about the organization and industry, and providing strategic input. Open-mindedness and the ability to offer a different perspective are also important. It’s about supporting leadership, not managing the company. 

Q: What motivated you to serve on boards? 

Annette: Serving on a board offers an opportunity to provide a different level of influence. I’m able to use my experience and leadership skills to help steer an organization in a direction that aligns with its vision and support management so they can be successful. Personally, I  enjoy learning about new industries and meeting people with different perspectives, which makes the experience enriching. 

Q: How has your leadership experience shaped your approach to advising early-stage companies? 

Annette: My experience has taught me the importance of having a clear vision of what you are trying to achieve and staying focused and disciplined in executing toward that vision. Internal alignment is critical—if your entire team is truly aligned with respect to vision and strategy, you will prioritize what matters most and just get it done.  While a good plan is essential, it is execution that matters.    

Q: What sets fractional work apart from traditional consulting? 

Annette: Consulting tends to be short-term and focused on solving specific problems. A fractional executive is part of the team for a longer period, with the same accountability as full-time leaders. You’re not just solving problems—you’re committed to the company’s long-term vision and execution. 

Q: Would you say fractional executives are more integrated with company culture than consultants? 

Annette: Yes. As a fractional executive, you’re working closely with the team and becoming part of—and possibly even helping to form-- the company culture. You need to align with the organization’s values and vision to be an effective teammate. While consultants also need to understand culture, fractional executives are generally more integrated and will be involved with execution—and contributing to a strong culture is essential to successful execution.

Q: How do you help early-stage companies thrive in a competitive market? 

Annette: I bring discipline and focus around strategy, growth and organizational development. I help companies clarify their vision and align the team around it. I also create processes to continuously evaluate performance and adjust strategies as needed. Prioritization is key, as there are always more things to do than time allows. My experience in the healthcare ecosystem also gives me valuable insights into navigating challenges. 

Q: How do your broad experiences inform your approach to different companies? 

Annette: Having worked in many different healthcare settings and from my various board experiences, I’ve seen a wide range of challenges and trends. This experience helps me make better decisions and avoid overreacting to new trends. I can evaluate what’s worth pursuing based on a long-term perspective. 

Q: What advice would you give to those starting fractional work? 

Annette: Understand that you’re part of the team. You’re not just solving problems from the outside; you’re advancing the organization’s goals. It’s about working together with the leadership team, staying flexible, and committing to execution. 

Q: What excites you about being part of the Venturous community, which focuses on fractional work? 

Annette: I love that Venturous is focused on fractional work, which is gaining respect for its practicality and effectiveness. Venturous plays a key role in matchmaking—finding the right people with the right experience to meet the needs of early-stage companies. Aligning values is crucial, and Venturous does a great job ensuring a good fit for everyone. 

Q: Is there anything about you that might surprise people? 

Annette: 
I’ve recently taken up rowing. After relocating to the Boston area, I decided to get closer to the water and try something new. I’ve been rowing a few times a week and might even participate in the Head of the Charles someday.