Different person. Different function. Same result.

You brought in experienced people with clear mandates. They manage their teams. They attend the meetings. They produce the updates. But the output you expected has not materialised.

You are still pulled into the decisions you hired them to resolve.

At some point, three consecutive wrong hires stops being a recruitment problem.

You cannot coach someone into authority that the operating structure does not grant.

What is actually happening

• The role exists on the org chart. The operating conditions for it to function do not.
• The hire has responsibility without authority. The founder has authority without relief.

Why replacing the hire does not fix it

• Blame the hire — run the process again. Same result in the same structural vacuum.
• Add reporting — more visibility into the same problem.
• Coach the hire — the structural conditions remain unchanged.