When a senior hire doesn’t work out, the number everyone quotes is the salary. It is also the least interesting number on the page. The salary is the part you budgeted for. The cost of a bad executive hire is everything you didn’t.
Consider a VP you hire at €160,000 and part ways with at month nine. Here is the arithmetic that doesn’t appear in the offer letter.
The direct bill
Recruiter fees at 20–25% of first-year salary. Severance, often two to three months. The cost of the search you now have to run again, in time and in fees. Sign-on or relocation you won’t recover. Before any second-order effect, you are already €60,000–90,000 into a hire that produced nothing.
The bill nobody itemizes
- Opportunity cost of the seat. For nine months, the most important function this person owned was, at best, treading water — and more likely going backwards while a wrong strategy was pursued with conviction.
- The decisions they made. A bad executive does not fail quietly. They hire their own people, set direction, sign vendors, and make commitments. Unwinding nine months of decisions made by someone going the wrong way is its own project.
- The team underneath them. Your best people are the most mobile. A bad manager is the single most common reason they leave. The hire you regret can cost you two more you didn’t see coming.
- Your own credibility. You championed this hire. The cost of being seen to have gotten it wrong — with your board, your team, yourself — is real, and it makes the next hard call harder.
Add it honestly and a single bad VP hire runs €150,000 to €400,000 and six to twelve months. For a company at Series A, that is not a line item. That is the runway.
The hire didn’t fail in month nine. It failed at the offer, when a question went unasked.
Where it could have been caught
Run the tape back and the failure almost never lives in the execution. It lives in the decision. The reference who vouched also benefited from the placement. The technical assessment was assumed because the candidate interviewed well. The urgency that compressed the process came from a deadline nobody had actually set. None of these are exotic. Each is a specific, nameable blind spot — and each is exactly what a decision audit is built to surface.
The asymmetry is the whole point. The audit costs fifteen minutes. The miss costs a year and a quarter of a million euros. There is no other point in the hiring process where that ratio is even close.
The cheap insurance
None of this argues for hiring slowly or distrusting your judgment. It argues for one disciplined pass, before the offer, against the few places senior hires reliably go wrong: whose incentive shaped this, what you’re treating as verified that isn’t, and whether the timeline is yours or someone else’s. Fifteen minutes, the same way every time. Against a quarter-million-euro downside, it is the cheapest insurance you will ever decline to skip.