We've previously written about the importance of a strong search start and nailing role alignment. We've also shared our thoughts on offer mechanics. But what about everything in between - the middle? Having a tight interview process ensures that you keep momentum throughout.

1. Hiring manager opens and closes the process. The first conversation gives context to the role, and the last ties it all together. We sometimes see reluctancy in having that second discussion, but we often find that that discussion allows the hiring manager to answer any lingering questions, as well as sell the opportunity.
2. CEO (if not the hiring manager), other key stakeholders, direct reports - and Board where relevant. Not everyone in your company needs to meet every hire, but key collaborators, including the CEO if appropriate, should be part of the discussion. Depending on team size, this can be as low as three rounds, though we usually see around five. If your process has many stakeholders, make sure that you’re getting feedback quickly and making fast decisions.
3. A demo or user journey - every time. Whether you’re hiring sales, product, operations, or finance, a demo should be part of the process. Our recommendation is that it’s done live, this way you can judge what the candidate responds to, the types of questions they ask, and where their expertise in your domain shines.
4. A strategy session to close the loop. Let the candidate synthesize what they've learned. What would they do first? How would they tackle a company goal? How do they handle collaborative conversations? While not every VP-level role warrants one, don’t skimp this on the C-Suite side.

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A few things to get right along the way

1. Decide who has veto power. Decide upfront who can actually block versus who merely advises. Giving too many people a hard veto can lead to continuous changes in position scope, which is why initial calibration is important.
2. If it's virtual, cap panels at 2:1. More than two interviewers on a video call and you've lost the dynamic. People stop paying attention, conversations can get awkward, and you may not get a clear signal.
3. Brief your team, but direct their focus. Tell interviewers where to probe - don't let every conversation cover the same ground. You want different windows into the same candidate, not five people asking about the same thing.
4. Don't bias the process. Share the role and context. Hold back your own read until feedback is in.

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A coordinated process moves faster, signals organizational maturity, and creates a better candidate experience. In a competitive market, that matters.

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