What Does a Chief of Staff Do?
By Annabel Norman, Managing Partner · Norman Consultants The short answerA Chief of Staff extends a CEO’s capacity — driving priorities across the organisation, making sure decisions get made and executed, and handling the cross-cutting work that falls between functions. It is a role about leverage and execution, not a personal assistant, and it works […]
How to Hire a VP of Sales
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a VP of Sales to build and lead the sales organisation and deliver the revenue number — not simply to be your best closer. Define whether you need a builder, a scaler, or a turnaround leader, and assess for the ability to hire, develop, […]
How to Hire a Chief Product Officer
By Annabel Norman, Managing Partner · Norman Consultants The short answerHire a Chief Product Officer to own the product vision, portfolio, and pipeline under one senior leader — and define how far that remit reaches into strategy, innovation, and commercial decisions. Look for genuine product vision paired with the leadership to build and run a […]
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 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 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 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 […]
