If 2025 taught us anything, it’s that winning the C-suite game is all about telling a compelling story, understanding what you're actually solving for and learning to spot potential beyond the resume. In this episode of Mission One: The Executive Edge, hosts Gerard and Dan reflect on their most impactful conversations from the year, joined by Alexis Bonte, CEO of Stillfront Group, and Jonathan Knight, Head of Games at the New York Times, for a breakdown of the executive hiring process from both sides of the table.

What You’ll Learn

• How to reshape a role before you start the hiring processhire
• Why comfort is your career killer and why growth should be your #1 priority 
• The power of storytelling that provides quantified context 
• How to ask the questions that make you unforgettable
• The 80/20 CEO rule that helps you design your role around maximum strategic value
• Why your network is your safety net, even when you’re employed
• How to conduct market research like a strategist
• The difference between contingent and retained recruiters and why it matters
• How to sniff out genuine collaboration versus corporate lip service
• Why instinct wins after the homework is done

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Mission One: The Executive Edge is brought to you by Mission One. They ensure founders and senior leaders make the most important hires they’ll ever make across consumer tech, AI, gaming, and entertainment.

If you’re building your leadership team or considering your next move to the C-suite, connect with Gerard Miles or Dan Hampton on LinkedIn, or visit missionone.io/contact-us.

FAQs

Q: Why does every executive search need to start with the problem, not the job description?
A: Because JDs and titles describe hierarchy, not outcomes. Starting with the real problem forces stakeholders to align on what the role must fix, build, or unlock. Without that clarity, scorecards drift, interviews become inconsistent and even strong hires struggle to succeed, while a well-defined problem shapes the entire search.

Q: How should companies think about reshaping a role instead of replacing a person?
A: Hiring is a rare moment to step back and reassess what the business actually needs next. Rather than recreating the previous role, leaders should ask whether the company’s challenges, strategy, or team gaps have changed and design the role accordingly. This first-principles approach leads to better long-term outcomes.

Q: Why is stakeholder alignment so critical to the executive hiring process?
A: Misaligned stakeholders create confusion for candidates and increase the risk of late-stage rejection. Clear alignment ensures everyone evaluates candidates against the same criteria and avoids hidden vetoes or political dynamics. It also improves the candidate experience and protects strong hires from being derailed by internal agendas.

Q: Why do the best executives take calculated career risks rather than seeking comfort?
A: Real career acceleration usually happens in environments with ambiguity, pressure, and opportunity. High-comfort roles often limit growth, slow decision-making, and reduce ownership. Executives who embrace discomfort like turnarounds, scaling challenges, or under-resourced teams, create more opportunities to demonstrate impact and grow faster.

Q: How should candidates use metrics without being misinterpreted?
A: Metrics only matter when paired with context. Raw numbers can mislead if market conditions, competitive dynamics, or sector-wide trends aren’t explained. By framing performance relative to the environment such as outperforming peers during a downturn, candidates turn numbers into credible proof of leadership and judgment.

Q: Why do questions matter more than answers in executive interviews?
A: The quality of a candidate’s questions reveals how they think, prioritize, and prepare. Insightful questions show strategic depth, curiosity, and an understanding of the business beyond the job description. Strong questioning often distinguishes candidates who can operate at the executive level from those who simply meet the requirements.

Q: Why does instinct still play a role in final executive hiring decisions?
A: Even with rigorous processes and data, leadership hiring is ultimately about future potential and working dynamics. Instinct helps decision-makers assess trust, alignment, and long-term fit, especially when choosing between equally qualified candidates. When backed by strong fundamentals, gut judgment remains a valid and necessary part of executive hiring

Episode Resources:

• Gerard Miles on LinkedIn
• Dan Hampton on LinkedIn
• Mission One: The Executive Edge on Apple Podcasts
• Mission One: The Executive Edge on Spotify
• Mission One: The Executive Edge on YouTube

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