In this playbook
Inspect the constraint behind growth
Headcount is not the whole capacity picture. A specialist, a service route, implementation effort or review responsibility can limit new work while other people still have time available.
Use one planning period. Record available capacity, committed work, recurring support and a deliberate reserve. Check the estimates with the people who will deliver the work.
Decide which work should be delegated
Finding relevant conversations, advancing complex opportunities, managing accounts and leading a team are different jobs. Name the work you need help with before choosing the title.
Prepare the offer, buyer context, proof, stage definitions and common decisions. If the role includes developing an uncertain motion, make that uncertainty and founder support explicit.
Prepare support and decision authority
A new colleague should know which commitments they can make and where they need product, pricing or delivery help. Keep the receiving owners and escalation route visible.
Use a consistent, bounded, job-relevant interview exercise and human judgement. Confirm appropriate recruitment and employment arrangements before making a hiring commitment.
Put the plan into practice
Kite is an introductions platform. It gets you into phone or video meetings with qualified people who have a reason to do business with you. You can choose to let Kite learn about your business and recommend the ideal profiles and locations to pursue. Kite takes care of getting the meetings booked.
Bring the goal and context into Kite. Decide the required fit and useful next conversation, then review the plan and settings before starting work.
Work through the detailed University guide