Write what success looks like in twelve months before you write the job advert. Most bad hires start here.
A role definition states the outcomes the person owns, the standard expected, and what they need to have done before to be credible — not a list of technologies or years of experience.
Write the twelve-month success statement first. Everything else follows from it.
Because a vague role produces a vague hire. If you cannot say what success looks like, you cannot assess candidates against anything, so you end up hiring on likeability and impressiveness — both poor predictors.
And because the definition is what makes the person able to succeed. Someone who knows exactly what they own can get on with it.
Weak advert: 'Looking for a growth marketer. 5+ years experience. Must know SEO, paid, email, analytics, content. Startup experience preferred.'
This describes a person, not a job. Every candidate will interpret it differently and you cannot compare them.
Strong definition:
In twelve months, this person will have:
- Found and proven one acquisition channel producing 40+ qualified leads a month at CAC under $300
- Built a repeatable process another person could run
- Raised activation from 8% to above 25% through onboarding and lifecycle email
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They will own: the acquisition budget (currently $3k/month) and the top of the funnel.
They will not own: brand, product marketing or sales calls.
To be credible they will have: taken at least one B2B channel from nothing to consistent volume, personally.
Now you know exactly what to ask in an interview: tell me about a channel you took from zero. And a candidate can self-select out honestly, which saves everyone time.
First-time founders often list technologies and years of experience because it is easier than deciding what the job is. Years of experience is a weak predictor; specific relevant achievement is a strong one.
The second mistake: writing a role that requires five people's skills. If the list includes SEO, paid, content, email, analytics, brand and product marketing, you are describing a department.
The third: not saying what the role does not own. Without exclusions the person spreads across everything and owns nothing.
Three to five specific outcomes. Before any advert, before any conversation.
The exclusions matter as much as the inclusions.
'Has taken a B2B channel from zero to consistent volume' rather than '5+ years experience'.
If the outcomes need three different skill sets, split the role or narrow it.
Lead with the outcomes. Good candidates are attracted by a clear job far more than by a list of technologies.
Stage, team size, salary range, what is hard about this job. It filters out mismatches early and builds trust.
Before every hire, before writing any advert or speaking to any candidate.
For a very early generalist hire, over-specifying can be counterproductive — but you should still write what success looks like, even if the path to it is open.
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