Private equity firms often hire commercial leaders based on past roles and industry experience, which may not fit the current needs of the business. This leads to hiring "the memory, not the moment," resulting in poor performance for organic growth initiatives.
Experienced leaders with a "black book" of contacts are often too comfortable and lack urgency. The best commercial hires are competent individuals who are impatient, "productively paranoid," and have something to prove. Their drive catalyzes immediate action and outpaces established players.
Top-performing leaders are not actively applying for jobs, so a "post and pray" strategy fails. The correct approach is to proactively source the ideal candidate and then create a compensation plan that de-risks their decision to leave. The market value is set by the talent, not the budget.
Commercial leaders mistakenly focus on beating competitors, but the real threat is customer apathy. A study of 700 SaaS deals showed 60% were lost to inaction. Go-to-market strategy must be built around overcoming the customer's preference to "do nothing."
Senior commercial leaders are professional interviewers who excel at telling you what you want to hear. A hiring process based solely on conversation is flawed. To truly vet a candidate, you must incorporate exercises that force them to demonstrate their abilities and "show you the receipts" of their claims.
An operating partner's real value isn't telling operators what to do but sharing the cognitive and emotional burden of leadership. By helping leaders think through the consequences of tough decisions, they provide the clarity and conviction needed to act, something operators often struggle with alone.
Companies often diagnose slow growth as a top-of-funnel problem, demanding more leads. However, this is frequently a symptom of a deeper issue: high customer churn. The more effective growth strategy is to fix retention and upsell existing happy customers, which is far easier than new acquisition.