This dissertation investigates the phenomenon of fractional executives—part-time, contract-based managers—and its implications for the professionalization of family firms. Traditionally, executives in family businesses are hired for the long term to ensure alignment with the goals and values of the business-owning family, fostering socialization and commitment. However, the rise of fractional executives challenges this conventional approach by introducing a more flexible, short-term model of executive engagement. The study is motivated by the need to understand how this emerging practice affects governance, decision-making, and strategic alignment in family firms. The research objectives include exploring the factors driving the adoption of fractional executives, their impact on family firm dynamics, and the potential advantages and challenges associated with this model. A qualitative methodology will be utilized, comprising in-depth interviews with family firm leaders, fractional executives, and industry experts, to gain nuanced insights into this evolving trend.