Helpful post, but what would make it even more impactful, or perhaps a follow-up post, is to talk about the situations where an interm leader was *not* the right call. What are the questions you would ask on your less successful engagements that would have shown that there was a mismatch in expectation? What are the times when an interim may be a way of obscuring a deeper structural, GTM, or product issue that an interim is not empowered or appropriately suited to fix?
What would your advice be for folks who aren't as famous as you regarding equity? I've found some founders are resistant to offering equity to someone who isn't full-time.
Super insightful. Thanks for writing this! One question: when you validate a hypothesis, do you mean the product, business model, GTM, all of the above or something else?
That was an interesting read, Elena. If you think about a content piece to deepen the topic, I would be interested in taking an extended dive into „making interims successful“.
Helpful post, but what would make it even more impactful, or perhaps a follow-up post, is to talk about the situations where an interm leader was *not* the right call. What are the questions you would ask on your less successful engagements that would have shown that there was a mismatch in expectation? What are the times when an interim may be a way of obscuring a deeper structural, GTM, or product issue that an interim is not empowered or appropriately suited to fix?
This was super helpful - Thanks Elena!
What would your advice be for folks who aren't as famous as you regarding equity? I've found some founders are resistant to offering equity to someone who isn't full-time.
Super insightful. Thanks for writing this! One question: when you validate a hypothesis, do you mean the product, business model, GTM, all of the above or something else?
That was an interesting read, Elena. If you think about a content piece to deepen the topic, I would be interested in taking an extended dive into „making interims successful“.