Hire Right
For founders hiring their first sellers, and the people who run hiring with them, whatever their title.
The problem
You can fill a seat fast and still lose a year. Most companies measure how long it takes to hire someone. Almost nobody measures how long it takes to find out the hire was wrong.
Where hiring breaks, and what we do about it
"They interviewed really well."
You hire for what the job needs, not for who interviews best.
"Everyone on the panel wanted someone different."
One decision, not five opinions.
"We all knew by month two."
You find out in weeks, not quarters, and you can act while it still matters.
"Our first sales hire didn't work out."
The next one is hired against a definition, not a gut feeling.
"Hiring is our ops person's side job."
It doesn't fall apart when we're gone, or when they're busy.
You have a comp philosophy. Do you have a talent philosophy?
Most companies can tell you how they pay. Very few can tell you who they hire, why, and what that person is owed once they arrive. So every search starts from scratch, every interviewer brings their own definition of "good," and every hire is a fresh guess.
A talent philosophy answers the questions underneath every hire, once, in writing, before the next search opens:
- 1.What do we actually reward here, not what the values slide says, but what gets people promoted and what we've tolerated?
- 2.What do we pay for, and why, and could we defend it out loud to a candidate, an employee or an auditor?
- 3.What do we really need in a candidate, separate from the credentials we list because they feel safe?
- 4.What is a new hire owed in the first 90 days, and who, by name, owns day one?
- 5.Where are we headed in three years, and which of today's roles will still look the same?
Comp philosophy is one answer inside it. The rest is what makes a hire hold.
"A scorecard built on an undefined philosophy measures the wrong things more precisely."
A written Talent Philosophy your team and whoever runs hiring use on every search, and the foundation every Role Build is built on.
We work with your team, not around it
Most founders already have someone running hiring, even if their title says office manager, operations or people partner. We work with that person from the first conversation. The work is built so they can run it after we leave.
Two clocks
Time to fill runs from the day a role opens to the day an offer is accepted. Time to find runs from a new hire's first day until someone confirms the hire was right, or admits it wasn't. The space between them is the admission gap. That's where hiring money disappears.
How the work runs
1. The Precision Gap Audit.
Over 15 business days we interview up to five people involved in hiring, including whoever runs it today, review your real hiring documents and recent hires, and score twelve areas of how you hire. You get a written report and a walkthrough of what we found.2. The Talent Philosophy.
The core of the work, and the part almost nobody else does. Built once, used on every hire after it.3. The Role Build.
For each role: the success profile, the interview panel, the scorecard, where AI helps and where a person decides, the day 30 and day 60 check, and the new hire's first 90 days.4. The Discipline.
Ongoing advisory after the build. We read your time-to-find results against what actually happened, and re-check the process whenever a new search opens or a hire comes back "no."
How it starts
1. Consultation.
Free, thirty minutes.2. Precision Gap Audit.
A full diagnosis of how you hire.3. The Plan.
The only proposal you'll get. We don't price work we haven't diagnosed.4. Consulting Agreement.
The Talent Philosophy, one or more Role Builds, and ongoing advisory if you want it.