Hiring senior professionals is tough, but when a company expects one person to handle multiple high-level responsibilities, it becomes an entirely different challenge. This is especially true in technical and leadership roles, where deep expertise and strong management skills rarely go hand in hand.
I ran into this exact issue when I was hiring for a U.S.-based company that needed a Full-Stack Developer with eight years of experience, but that was just the starting point.
They also wanted this person to:
– Lead the development team and ensure the quality of the code.
– Manage the entire project, from timelines to deliverables.
– Act as the main point of contact for their client, who had requested a highly customized and complex application development service.
The reason? They didn’t want too many people involved in the process. This was a high-importance project, and they needed one trusted person to handle everything, someone the company and client could turn to for any question, decision, or update. They weren’t just looking for a developer or a manager; they were looking for a single individual to own the project from start to finish.
Why This Was Nearly Impossible to Find
Finding a skilled Full-Stack Developer with eight years of experience was doable. Finding one who also had experience leading teams? More difficult, but possible. But finding someone who could do both and take full ownership of a high-stakes project while handling direct communication with the client? That was like searching for a unicorn.
I knew that a traditional job posting wouldn’t work. Instead, I had to:
- Go beyond active job seekers.
Many of the best candidates weren’t looking for a job, so I focused on referrals, direct outreach, and my network. - Dig deeper into leadership skills.
Technical skills can be tested, but leadership, client management, and problem-solving required detailed behavioral interviews. - Help the company adjust their expectations.
One person couldn’t possibly develop full-time, manage a team, and handle all client communications.
How It Played Out
After a rigorous search, I found a highly skilled developer with strong leadership experience, but their client-facing skills weren’t as refined. Instead of rejecting the candidate, I worked with the company to structure the role more realistically. We introduced additional client support so that this person could focus on leading the team and delivering the technical work.
The result? They got a capable leader and expert developer who could take ownership of the project, and we avoided burning out one person with unrealistic demands.
Lessons from This Search
- Multi-talented leaders exist, but they’re rare. If you find one, be ready to offer a compelling reason for them to join.
- When hiring for hybrid roles, you need a strategy. Standard job postings won’t attract the right people. Direct outreach is essential.
- Expecting one person to do everything is a risk. A better approach is to build in support where needed rather than overloading one individual.
Companies often underestimate how hard it is to find professionals who can code, lead, and manage projects simultaneously. These people exist, but they’re in high demand and recruiting them successfully takes flexibility, strong hiring strategies, and an understanding of what’s realistic.
