CEOs tend to hire sub-par "experienced" replacement who often don't care as much about the company as the in-house manager that they've just replaced. I found m

CEOs tend to hire sub-par "experienced" replacement who often don't care as much about the company as the in-house manager that they've just replaced. I found many larger-co managers to be far too hands off, and having difficulty keeping up for a variety of reasons, partly due to the more chaotic nature of a growth startup. They try to impose a process to help slow & order things - but inherent complexity can't really be gotten rid of, so this effort often ends up destroying a major competitive advantage the startup enjoys, which is adaptability and fast execution. If a senior exec hasn't gone through rapid growth AND its aftermath, they're not truly qualified for the job. Ironically the best of the best companies are very resilient to incompetence, so it doesn't really matter who you hire.