Is this our Chief Revenue Officer? An evaluation scorecard for hiring managers
8 categories that actually matter for a CEO. A few yes/no questions in each to bring a little more clarity to your hiring process.
Before You Start: Every company is different, and the right hire depends on your stage, size, strategy, and the specific challenges you're facing. Use the scorecard as a helpful starting point for structured thinking, and if you need a little more guidance, reach out to Hunt Club.
How to use the scorecard
Drawing on thousands of executive placements and our experience with high-growth companies, we've organized the scorecard into eight key categories. Evaluate whether the candidate meets each criterion, then review the final score at the bottom. To receive a score, you must complete all fields. Scorecards are meant to supplement your hiring process near/at the end of an interview loop, once you have a solid understanding of the candidate and can confidently answer questions below.
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Do they have a clear point of view on which GTM motion (PLG, sales-led, hybrid) fits our company's stage and product?/Have they operated successfully in GTM motions similar to ours?
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Have they successfully pivoted a GTM strategy when the market or product shifted under them?
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Have they designed a GTM model built to hit specific revenue milestones within a fixed exit, fundraise, or runway timeline?
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Have they consistently met or exceeded revenue targets across multiple periods?
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Does this person have a specific view on how to build pipeline for our business, not just a generic playbook?
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Have they shortened sales cycle lengths and/or improved win rates through process changes they personally drove?
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Do they have the ability to align ICP, positioning, and sales cycle strategy with actual business data?
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Do they understand the key metrics that drive pipeline health and predictable revenue performance?
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Have they built or optimized reporting frameworks that give visibility into team performance and pipeline health?
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If so, have I personally reviewed and understood them?
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Can they explain their forecasting methodology in specific, mechanical terms?
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Have they successfully translated complex analytics into clear insights for the executive team, board, and/or investors?
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Do they have a deep understanding of our target customers' needs, pain points, and buying behaviors?
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Can they translate customer insights into actionable sales strategies and GTM plans?
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Do they have experience leveraging data, surveys, or customer feedback to improve sales performance?
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Have they developed repeatable frameworks for mapping customer journeys and pain points?
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Have they demonstrated the ability to recover and drive results after missing revenue targets during volatility?
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Can they make difficult decisions under pressure and maintain team alignment?
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Have they made a hard structural call under revenue pressure (e.g., cutting a product line, re-territorializing, exiting an underperforming segment or vertical)?
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Have they led their team through organizational change or market disruption while maintaining results?
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Have they built a sales culture that's accountable without being fear-driven?
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Do they take ownership of team failures while giving credit to the team for wins?
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Do they hold themselves to the same standard of accountability they expect from their team?
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Do they protect team health and morale even when ELT and/or investors are pushing hard on growth or cost targets?
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Do they leverage AI or predictive analytics to prioritize deals, accounts, or territories?
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Have they used technology to automate repetitive sales processes, freeing teams to focus on high-value activities?
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Do they leverage AI to improve customer segmentation, targeting, and personalization at scale?
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Have they demonstrated curiosity and openness to learning about emerging AI trends and applications in revenue?
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Have they successfully aligned multiple functional leaders — marketing, product, finance — around competing priorities to execute a GTM initiative?
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Can they communicate revenue priorities in a way that motivates and aligns other teams?
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Do they ensure that functional teams understand how their work contributes to overall revenue performance?
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Have they influenced product or marketing decisions using data and customer insights to drive revenue impact?
Whatever your score,
the next move matters.
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