We Are Hiring a Unicorn (Because Fixing the System Would Hurt)

It usually starts with a perfectly reasonable intention.

“We need to hire someone strong.”

Nothing controversial so far.

Then the job description begins to grow.

We are looking for a hands-on strategic leader
who can define long-term architecture
while contributing to day-to-day delivery.

You will be expected to bring structure
in a fast-paced, ever-changing environment
where priorities evolve continuously.

You should be autonomous,
but also ensure full alignment
with multiple stakeholders across the organisation.

You will own delivery,
while collaborating closely with Product
on priorities, scope, and timelines.

Still reasonable. Almost.

Then a few more lines appear.

You will drive technical excellence
while working within our current legacy constraints.

You will accelerate delivery
without compromising quality
or increasing operational risk.

You will simplify the system
while integrating new tools, platforms, and processes.

You will help scale the organisation
while maintaining agility and speed.

At this point, something interesting happens.

The role is no longer a role.

It becomes a compression of contradictions.

We are not hiring a person anymore.

We are trying to fix, through one individual:

– unclear ownership
– fragmented decision-making
– misaligned incentives
– accumulated technical debt
– lack of prioritisation

So we keep adding expectations.

You will improve communication
between teams.

You will reduce dependencies.

You will bring clarity.

You will mentor others.

You will influence leadership.

You will deliver results quickly.

And quietly, the role transforms again.

Not into a job.

Into a buffer.

A buffer between:

– strategy and execution
– product and engineering
– ambition and reality

The more the system struggles,
the more the role expands.

Until it reaches a point where it becomes… mythical.

We are now looking for someone who:

– anticipates problems before they exist
– resolves conflicts without authority
– delivers outcomes without control
– scales systems without breaking anything

At this stage, the job description is no longer informative.

It is diagnostic.

It tells you, in plain sight:

The system does not work.

So we are hoping
someone exceptional
will compensate for it.

And occasionally, someone does.

For a while.

Through experience, energy, and sheer will.

Then comes the part no one writes in the job description.

You were hired as an expert.

To bring clarity.
To challenge the system.
To fix what everyone knows is broken.

So you start doing exactly that.

You expose bottlenecks.
You question priorities.
You highlight structural issues.

And suddenly, things get uncomfortable.

Because change is not theoretical anymore.

It is visible.

It has consequences.

And here is the twist.

The same organisation that hired you for change
is often the one that resists it the most.

Because fixing the system means:

– redistributing ownership
– challenging decisions
– exposing inefficiencies
– making trade-offs visible

And that hurts.

So instead of fixing the system,

we fix the discomfort.

The expert becomes the problem.

Too direct.
Too disruptive.
Not aligned enough.

And just like that,

the person hired to help

becomes the person to remove.

But do not worry. We will handle it professionally.

We will explain it properly.

“It is not about your performance.”
“It is about cultural fit.”
“It is about alignment.”

And occasionally:

“You are great, but…”

(There is always a “but”.)

We also reviewed the logistics.

Because excellence matters.

But… you do not live nearby.

And that creates risk.

After all, how can someone challenge structural dysfunction if they are two hours away by train?

We need proximity.

Stability.

Reassurance.

Preferably someone who can:

– fix the system
– not disturb anyone
– be available on site
– and remain perfectly comfortable with contradictions

Because we are not just hiring for excellence. We are hiring for predictability.

We are hiring for… comfort.

And comfort rarely tolerates change.

So the signal is clear.

Not the one on the dashboard.

The real one.

Change is welcome.

As long as it does not change anything.

So the cycle continues.

Another job description.

Another “strong hire”.

Another attempt to solve structural problems
with individual capability.

And yet, the answer was never hidden.

It was simply uncomfortable.

If you need a unicorn to make things work,
you probably do not need a unicorn.

You need to fix the system.

Happy Friday 🙂

#leadership #engineering #management #systems #hiring #execution #fridayfun