We need to bring in our first truly professional external executive to run our finance seat as we scale toward a valuation target, but we are struggling to define the role based on where we are going rather than where we have been. How do we structure this first executive seat to ensure they can drive our transition?

Question

Tyler Smith · Accepted Answer

When hiring your first professional external executive, the biggest mistake you can make is writing a job description based on what your current, overwhelmed team is doing. You must design the seat for where the business is going, particularly as you prepare for a clean exit. Start by looking at your Accountability Chart, not your current people. Define the five major roles that this new seat must own to drive the company to its next level of growth. For example, if you are hiring a professional finance leader, their roles might include long term capital planning, acquisition due diligence, and AI driven financial forecasting. Once the seat is clearly defined, use the GWC™ tool to screen candidates. They must get the role, want the role, and have the actual capacity to execute those five major roles at a professional level. Do not compromise on your core values just because a candidate has an impressive corporate resume. A high level hire who does not share your core values will quickly fracture your leadership team and destroy your culture. Introduce the finalist to the existing leadership team during the interview process to assess cultural fit, but make it clear that the final decision rests on whether they can successfully own and execute the seat.