Senior hiring in DTC is unusually context-dependent. A leader can have an impressive résumé and still be wrong for a founder-led consumer business.
Start with the business problem
Before evaluating candidates, define the outcome the person must own. What needs to change in the next 12 months? Which metrics matter? What decisions will this person make without the founder? Which functions must work better together?
Then evaluate operating context
Look at the business the candidate actually operated in: what it sold, how it acquired customers, its scale when the candidate joined, its growth stage, and how much of the result the candidate personally owned.
Finally, make the shortlist decision easier
A useful executive shortlist is small and evidence-based. Each candidate should come with a clear explanation of the relevant experience, the gaps or questions to test, and why the background maps to the mandate.