PEOPLE
Suite talk
Assembling the right execs for your C-suite is easier said than done. If you want to make the right choice, there are some fundamental factors you need to consider
WORDS: JOSH RUSSELL
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iring right is important at any level of a start-up. But no hires are going to make quite so big a difference to your trajectory as the people you appoint to your C-suite. Done right, a new C-suite hire will give you a valuable new ally in your mission to create the next big thing. But appointing the wrong person at the wrong time can have a devastating effect on a start-up’s fortunes. One of the most important factors in assembling your C-suite is identifying the right time for a hire. Certainly there is a case to be made for getting key talent in place as soon as you are able. “C-suites are better put in place before the company is too far into its growth curve,” says Jean Martin, talent solutions architect at CEB, the global advisory firm. The reason for this is that certain individuals such as chief finance officer (CFO) or chief technology officer (CTO) will play a key part in establishing the processes that help a company grow, meaning the earlier they come on board the more they can help shape a start-up’s future. However, it’s worth bearing in mind that the kind of talent you might attract in the early days isn’t necessarily the kind that will be able to grow with the business. “The kind of execs you really want straight from the start aren’t necessarily the ones you can afford,” says Guy Mucklow, CEO and co-founder of Postcode Anywhere, the provider of address management software and services. Committing too early means you might end up with someone in your C-suite who won’t be able to help you deliver your vision in the long-term.
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28/05/2015 22:24