Define the business chapter
A leader who builds a function may be different from one who scales or transforms it. Describe the chapter the business is entering, its constraints and the decisions the new leader will need to make.
Agree on decision rights
Clarify what the leader owns, which decisions remain with founders or the board, and where collaboration is required. Ambiguity here can create a mismatch even when experience looks excellent.
Use evidence, not just pedigree
Translate the mandate into a scorecard. Ask for examples of building teams, making trade-offs and delivering through uncertainty. An impressive employer history is a useful starting point, not the whole assessment.
Align the stakeholders early
Agree the interview panel, confidentiality expectations and evaluation criteria before approaching the market. Candidates should hear a consistent account of the role and the company.
Treat assessment as mutual
Senior candidates are assessing the opportunity too. Make room for questions about strategy, authority and resources. A good search helps both sides understand what they are committing to.