Partnering with a New Client: How we help to shape the Ideal Hire

Over the years, I've had the opportunity to work with many organisations that come to us not entirely sure about what they need from a new hire, especially at the executive level. Recently, I partnered with a client who had a broad vision but struggled to define the exact profile for the leadership role they needed to fill. It’s a common challenge as many companies know they need someone who can inspire, lead and deliver results, but defining what that should actually look like in practice can be difficult. ?

This engagement wasn’t unique in this sense, it did however facilitate an interesting conversation around how we could create a successful partnership and hire this leader for them.

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The first thing I believe is key to consulting on such a proposition is to really understand the business context for the hire, if this message is unclear it can be incredibly easy to go in the wrong direction. I like to fully immerse myself in their world. To help define the ideal hire, I need to understand their business, industry and culture deeply. With this particular client, creating a new business line that will result in a phase of rapid growth, it was crucial to get a clear view of their short and long-term goals.

We began with a series of discovery sessions, where we met with key stakeholders, including the CEO and members of the leadership team. This holistic view allowed us to see where they were excelling, where they faced challenges, and what kind of leadership was missing to take them to the next level.

In these discussions, the client’s aspirations for innovation and rapid scaling became clear, but it was equally clear that they hadn’t settled on the specifics of the leadership role they wanted to create. They knew they needed someone who could blend strategic thinking with operational execution, but they were unsure of the title, scope, and the experience this person should have.

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At this point, it’s not just about finding candidates it’s about co-creating the role. This is where our collaborative approach and openness from our client become invaluable. The ‘Consultant’ part of the common job title in our profession is often left underutilised and this mindset of always looking to leverage what is best for our client is what set’s us apart here at Collingwood.

Together, we mapped out the responsibilities and scope of the role. Instead of jumping straight into qualifications, we started with outcomes: What should this person accomplish in their first year? What strategic initiatives should they drive? What type of leader will lay the correct foundations that will enable us to hire top-talent in the near future?

By focusing on what success looks like, we could backtrack and define the specific skills and experience required to achieve those outcomes. In this case, the client needed a leader with experience in scaling businesses internationally, an individual who could manage complex global partnerships and had a proven track record in operational excellence. The title became clear, a Global Sales Manager who would oversee both partnerships and product expansion.

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Once we had defined the role, the next step was to align everyone’s expectations. One of the most common issues in executive hiring is misalignment among key stakeholders, which can lead to delays and disagreements later in the process. To avoid this, I facilitated a meeting where all decision-makers reviewed the finalised role profile that we generate together.

We outlined the core competencies and leadership qualities that were non-negotiable and discussed the areas where there could be flexibility. Having this agreement up front meant that everyone was on the same page about what the ideal candidate should bring to the table.

Defining the "fit" beyond skills is equally critical. For this client, culture fit was just as important as technical ability. The right candidate needed to be entrepreneurial, adaptable, and collaborative, while also being a decisive leader capable of navigating the complexities of creating a business line that will inevitably scale at a rapid rate.

This process of aligning expectations upfront also included discussing the compensation package, reporting structure, and any challenges that might arise during the onboarding process. Being thorough at this stage helped to mitigate any surprises down the road, ensuring the search would be smooth and efficient.

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Once we’d agreed on the role and aligned on the criteria for success, we could then build out the search strategy. This is where our extensive expertise comes into play. We are not just matching resumes to job descriptions; we are actively seeking candidates who fit the strategic needs of the business and have the capability to drive change.

For this particular search, I identified that we needed a global candidate pool with experience in Cryogenics and Ultra Low Temperature devices. My team and I leveraged our network and industry insights to begin mapping out potential candidates who had the required blend of leadership, strategy, and proven experience of international sales and developing markets.

At this stage, we also discussed with the client the timeline for the search and key milestones, they have a need to move things along quickly so we aligned and made sure it was achievable with the requirements. I believe in being transparent about the process and managing expectations throughout, which helps foster trust and ensures we stay aligned from start to finish.

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As we move through the search process, the partnership doesn’t end—it evolves. We have weekly check in meetings with the client to provide updates on the search, share insights, and get feedback. This continuous dialogue allows us to refine the search criteria if needed and ensures that we stay aligned as we move forward.

Ultimately, a successful executive hire is a product of collaboration, clarity, and alignment. By taking the time to define the role together, aligning expectations early, and maintaining open communication, I can ensure that both the client and candidates feel confident in the process. The result is not just a hire but the right hire—someone who will help the business grow and succeed for the long term.

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And in the case of my VC client, we are now running into the final round of interviews with a healthy shortlist that could all perform well in the role and bring differing knowledge and real-world experiences.