Fix the system first. Then hire the right person to run it.
System First Hiring is used when a business needs to replace a functional leader, but the real risk sits behind the role, not in the vacancy itself.
In many cases, the incumbent has not failed because they were incapable. They failed because they were asked to run a function that was under-designed, misaligned, or carrying too much friction. Hiring into that environment rarely fixes the problem.
System First Hiring reverses the sequence.
We rebuild the system first, then recruit someone to run it.
The situation this addresses
This approach is typically used when:
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A Marketing Director, Sales Director, Commercial Lead, or similar role needs replacing
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Performance has stalled despite effort and talent
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The MD or CEO is carrying too much of the system design personally
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Processes, priorities, and hand-offs are unclear or inconsistent
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There is pressure to hire a senior or “big hitter” quickly
At this point, most businesses default to recruitment.
That is usually the wrong first step.
Why hiring first often fails
Fixing a broken or under-designed system is a different job to running a steady BAU function.
Many functional leaders are excellent operators once a system exists. Far fewer are comfortable rebuilding one while the business continues to trade, with ambiguity, cross-functional friction, and limited headroom.
When businesses hire first, one of two things tends to happen:
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A capable hire spends months firefighting and redefining basics instead of leading
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A more expensive senior hire is brought in to “sort it out”, then becomes mis-matched once the system stabilises
In the second case, the business often ends up paying a premium for someone to do the fix, then finds they are over-specified for the role that follows. The 80/20 rule applies. They may fix it, but once BAU resumes, they are under-utilised, disengaged, or looking for the next challenge.
The big hitter mismatch
In many situations, the instinctive response is to hire a “big hitter” to sort things out.
This can work, but only when the system they are expected to run already exists.
When a big hitter is hired into ambiguity, they are often asked to do two jobs at once: rebuild the system and run it at pace. That combination is expensive, risky, and frequently unfair on the individual.
System First Hiring does not rule out hiring a big hitter. It ensures that when you do, they inherit a platform that allows them to succeed.
The System First approach
System First Hiring changes the order of work.
Instead of recruiting into ambiguity and hoping the right person will fix it, we rebuild the function first, then hire someone specifically to run the system that now exists.
This reduces risk, shortens time to impact, and materially improves the likelihood of a successful long-term hire.
What “fixing the system” actually means
The work is practical and operator-led. Depending on the function, it typically includes:
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Clarifying the ICP and aligning leadership around it
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Defining the offer and how the function creates value
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Rebuilding core processes such as sales flow or marketing engine
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Implementing or resetting tools such as CRM and management information
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Fixing hand-offs between Sales, Marketing, Operations, and Finance
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Aligning supporting assets such as website structure and messaging
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Establishing cadence, ownership, and decision rights
This work starts immediately. There is no need to wait for a hiring process to run its course while the business continues to carry risk.
Hiring into a system, not a vacancy
Once the foundations are in place, the hiring brief becomes clear and grounded in reality.
You are no longer recruiting for a vague title. You are recruiting for:
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A defined operating cadence
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Clear priorities and success measures
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A system that already works
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A role focused on running and improving, not rescuing
This allows you to hire for fit rather than hope, and often enables the business to appoint a better-matched leader at a more sensible level of cost.
Giving good people the conditions to succeed
System First Hiring is not anti “big hitter”.
In many cases, hiring a senior, high-calibre leader is exactly the right outcome.
The difference is sequencing.
By fixing the system first, the business creates a role that is clear, bounded, and genuinely senior. When a new leader arrives, they inherit a platform they can succeed on, rather than a rescue job disguised as BAU.
That is fairer on the individual and safer for the business.
The commercial logic
System First Hiring is often cost-neutral compared to traditional approaches.
For a similar investment to a senior recruitment fee, the business typically achieves:
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Immediate stabilisation and improvement of the function
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Reduced dependency on any single individual
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A clearer, more effective operating system
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A higher probability of a successful hire
Crucially, the business does not stand still while waiting for a new leader to arrive. The foundations are fixed in parallel, not deferred.
How this is introduced internally
This approach is designed to be supportive, not threatening.
HR retains ownership of the hiring process. Functional leaders are not being replaced before the system is fixed. The intent is to give the incoming leader a role they can genuinely succeed in.
It is a practical, adult way to reduce risk for everyone involved.
How conversations usually start
Most System First Hiring engagements begin with a simple conversation:
“We know we need to replace this role. Before we do, it would be sensible to fix the system they are going to inherit.”
From there, scope and pace are shaped pragmatically.
Experience and judgement
This work sits at the intersection of sales, operations, and leadership. It requires commercial realism, operational understanding, and the ability to challenge assumptions without undermining momentum or morale.
“We were under pressure to replace a senior commercial role and instinctively leaned towards hiring a ‘big hitter’. Taking the time to fix the system first changed the brief completely. When we did hire, the role was clear, the handover was clean, and the new leader was able to add value from day one rather than firefight.”
MD – Mid Market Consumer Services Business