TAP TAP GO
Examine the current constraint
Review why larger opportunities stall. The issue may be procurement coordination, technical questions, commercial packaging or simply insufficient qualified demand. A specialist is most useful when the role addresses a recurring capability gap that existing team members cannot cover effectively.
Define the role’s operating outputs
Specify the customer segment, pipeline ownership, internal partners and evidence expected from the role. Early success may include qualified evaluations and clearer requirements rather than immediate large contracts. Set a ramp period consistent with the actual buying process.
Compare alternatives
Consider shared expert support, better sales materials or a targeted contractor before committing to a permanent structure. Evaluate the likely contribution of the role against its full cost and management needs. Hiring should follow a clear operating thesis that can be revisited with evidence. Ask which existing employee will provide product and implementation support to the specialist. If that support is unavailable, the new role may inherit the same bottleneck it was hired to solve, despite improving the quality of customer conversations.
Illustrative operating example
A hypothetical team has eight serious corporate evaluations stalled on deployment planning. A specialist with implementation experience may address that gap. If the team has no qualified corporate opportunities, the more urgent need may be demand generation or product positioning.
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.
