Leadership hiring · July 2025
Hiring a C-level executive: what to know before you start an executive search
Why first C-level searches fail, what executive candidates evaluate, what to agree with your recruiter at the briefing and how long a transition really takes.
Hiring a C-level executive is one of the most expensive decisions a founder makes. A mistake costs months of growth. Founders who have already hired dozens of people often fail at their first C-level search, not because they misjudge people, but because executive search follows different rules from regular recruiting.
Executive search is a targeted search for senior leaders. It differs from volume recruiting in timelines, depth of assessment and in working only with passive candidates who are not looking for a job.
How a C-level search is different
A specialist looks for a job. A C-level candidate chooses a partner. Interesting work, a modern stack, a good team and market pay matter at this level too, but executives weigh many more factors:
- The founder and the board.
- Not just the company, but the specific people in leadership: their track record, management style and reputation. At this level reputations are public.
- Strategy and financial health.
- For startups: the round, the investors, previous exits. For mature companies: financial performance and where the business is going.
- Real scope and impact.
- What will go into their portfolio, and which wins they will be able to show the market in two or three years. Ambitious goals and a founder ready to delegate are essential.
Before you start, audit your own business: check your reputation in the industry, make sure you can pitch your vision and strategy, and above all decide which functions you are ready to hand over.
What to agree with your recruiter at the briefing
The quality of the briefing determines the outcome of the search. A good recruiter does not just collect requirements; they help you define who the business actually needs. This is where an imprecise request usually surfaces. Three examples from our practice:
An executor instead of a leader.
A client asked for a first CPO. At the briefing it became clear the founder enjoyed doing product himself and did not want to hand over product strategy. He needed a strong executor, not a partner. We found a product lead instead and saved the company time and money.
Replacing the irreplaceable.
Another client wanted to replace a visionary CPO with ten years at the company. After months of own search no candidate matched the veteran. After our conversation the company decided to agree retention terms with the current CPO, and the search was closed.
A head for a strong team.
A client wanted a director of analytics with a big-tech background and a large team. We realised the existing team of strong specialists needed a leader with deep technical credibility. The candidate we proposed had led a smaller team, but fitted perfectly and was promoted eight months later.
At the briefing, discuss:
- 1The expected result at 3, 6 and 12 months. Not a list of duties but a measurable outcome.
- 2What the founder is ready to delegate. This decides whether you need a C-level partner or a strong executor one level below.
- 3How the founder works with the team. Unconditional alignment or a strong voice next to them. A mismatch leads to friction.
- 4What stays under NDA. Deals, restructuring and strategic changes are not disclosed at interview. The recruiter must know how to find the experience without naming details.
- 5Realistic transition timelines. Bonuses, options and handover keep executives in place. Plan for this from day one.
Why you can't simply "fill" a C-level role
C-level candidates are rarely on the market. Headhunting at this level is years of relationships and regular conversations about the market, the profession and the industry. Hires grow out of those conversations. An experienced recruiter knows whom to approach with which offer, and does it before the candidate starts considering other options.
In-house recruiters are built for speed and volume and rarely have the mandate to build long relationships with top leaders. That is why even companies with strong internal recruiting use agencies for executive hires.
Keeping the candidate during the transition
The best option is to involve the new executive before the official start: meetings with the team and stakeholders, strategy sessions, a joint plan for the first 90 days. Anything that makes the transition feel already under way.
FAQ
How long does an executive search take?
Plan for several months from briefing to accepted offer, plus the candidate's notice period, bonus timing and handover. Our leadership searches typically take two to six months to an accepted offer.
Should we use an agency if we have in-house recruiters?
For C-level roles, usually yes. The search depends on long-term relationships with passive leaders and on confidentiality, which in-house teams rarely have time for.
What should be ready before the search starts?
A measurable 12-month goal, a clear decision on what the founder delegates, the reporting line and a compensation range agreed with the board.
Adapted from the original article in Russian on newhr.org. Read the Russian version.
