Some founders have replaced the same role three times.

Different person each time.

Same result each time.

After the third departure, the pattern is obvious to everyone except the person doing the hiring.

The first was underqualified.

The second was a bad cultural fit.

The third lacked the right experience.

None of those were the problem.

The role had no defined scope.

Success had no agreed-upon definition.

The person in the seat had no authority to make the decisions the role required.

Three different people.

Three different explanations.

One environment that could not support the role, regardless of who filled it.

A role that has failed three times is not a hiring problem.

It is a design problem.

The job description is not a specification.

It is a list of hopes.