How to Hire a President
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a President by first defining what the role actually is in your business — a chief operating partner to the CEO, the leader of a major division, or a successor in waiting. The title is ambiguous, so clarity on scope, authority, and the relationship […]
How to Hire a Chief Commercial Officer
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a Chief Commercial Officer to own the commercial engine — typically sales, and often marketing, pricing, and channel strategy — under a single accountable leader. Define exactly what the role spans in your business, because “commercial” varies widely, then hire for genuine commercial leadership […]
How to Hire a Chief Revenue Officer
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a Chief Revenue Officer when revenue is generated across enough functions — sales, marketing, success, partnerships — that it needs a single accountable owner to align them. Define what the CRO consolidates and why, then hire a leader who can integrate those functions and […]
How to Hire a CEO
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a CEO against the specific challenge the business faces next — turnaround, scaling, transition, or transformation each calls for a different leader. Define that mandate first, align the board behind it, assess rigorously for judgement and fit as well as track record, and treat […]
How to Hire a General Manager
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a General Manager to own the end-to-end performance of a business, unit, or market — so define precisely what that scope is, and what stays with the CEO or group. Look for genuine P&L ownership, breadth across commercial and operational leadership, and the judgement […]
Culture Fit vs Culture Add in Executive Hiring
By Annabel Norman, Managing Partner · Norman Consultants The short answerCulture fit asks whether a leader will thrive in and reinforce your culture; culture add asks what they will bring that strengthens it. Both matter, but an over-reliance on fit alone quietly narrows a leadership team and entrenches its blind spots. The strongest approach hires […]
Relocating for a Senior Leadership Role
By Annabel Norman, Managing Partner · Norman Consultants The short answerRelocating for a senior role is a decision for the whole household, not just the candidate — which is why it is best raised early, honestly, and supported properly. Employers who treat relocation seriously, and candidates who weigh it openly with their families, avoid the […]
The First 90 Days as a New Executive
By Annabel Norman, Managing Partner · Norman Consultants The short answerIn your first 90 days as a new executive, prioritise listening, learning, and building relationships over sweeping change. Understand the business, the culture, and the people before acting; confirm the mandate; and earn the credibility that makes later change possible. The leaders who resist the […]
Advisory Boards vs Boards of Directors
By Annabel Norman, Managing Partner · Norman Consultants The short answerA board of directors has formal governance authority and legal responsibility for the business; an advisory board has neither — it provides guidance and expertise without power or accountability. Growing businesses often use an advisory board for flexible counsel early, and a formal board as […]
Negotiating an Executive Offer
By Annabel Norman, Managing Partner · Norman Consultants The short answerNegotiating an executive offer is about the whole package and the mandate, not just base pay. Focus on the structure — base, bonus, and long-term incentive — the scope and authority of the role, and the terms that matter over years. Approach it as building […]
