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Name the constraint
Identify whether the business lacks demand research, campaign execution, partner management, analytics or conversion support. Avoid hiring a general growth person to solve several undefined problems at once. A clear constraint makes the role easier to design and the candidate’s experience easier to assess.
Define the first useful outputs
Specify the work expected during the initial period, including evidence, processes and experiments. Not every role can deliver immediate sales, especially when prerequisites are missing. Set outcomes that reflect what the person can influence and the resources available.
Review the system around the role
Check whether the new hire will have access to product information, appropriate tools and decision authority. A capable person cannot compensate indefinitely for unclear ownership or unavailable implementation support. Evaluate the hire as part of an operating system rather than a standalone promise of growth. Create a review point that evaluates the role’s operating thesis, not only the individual. If the original constraint has changed, a capable hire may need different priorities; the organisation should adjust the system rather than insist on an obsolete brief.
Illustrative operating example
A hypothetical team hires a campaign specialist while its website enquiry process is broken. The specialist may generate traffic without producing useful leads. Fixing the handoff and defining ownership is part of making the hiring investment productive.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
