What this covers
Leadership assessment and seat definition; executive search for leadership and key roles in finance, sales, operations and technology; board composition and succession; incentive and retention design; and the onboarding that turns an appointment into a contributor.
Each seat is defined before anyone is approached: what it is accountable for, how its performance will be measured, and how it fits the plan the business is executing.
Why it moves value
Management depth is one of the first things a capital provider tests. A finance leader who can produce reporting a lender relies on, a sales leader who can scale a division, and an operations leader who can run the business without the owner at the centre each reduce the key-person risk that capital providers price.
Taking the owner off the critical path is value creation, not delegation. It is also the work that most often decides whether a business is ready for the next stage, and, for an owner building to last, whether it can pass from one generation of leadership to the next.
What the work leaves behind
A leadership assessment against the plan, with a clear view of who carries it, who needs support and which seats need an appointment; a written definition for each critical seat; a succession map and a key-person risk register; compensation and incentive benchmarks; and a first-hundred-days mandate for each appointment.
