1. Describe the work
What is being held back today? It might be delivery capacity, technical oversight, client relationships or the ability to build a team. Write down the work that needs an owner before reaching for a familiar job title.
2. Separate the essential from the desirable
Which experience is necessary to do that work? Which skills could develop after the appointment? A long list can hide the few requirements that actually determine whether someone is right.
3. Explain the move
An experienced person will be assessing your consultancy too. Be ready to explain the responsibility, support, working arrangement and opportunity clearly. The brief should make sense from both sides.
4. Leave room for evidence
The first view of the role is a hypothesis. Research and conversations can show where it is realistic and where it needs adjusting. Use what the market tells you to make the decision more precise.