There are two ways to look at a management team. One is the organizational chart: boxes that fill up as the business grows. The other is the decision table: who sits, what they contribute and how they complement the rest.
The first look leads to hiring by job description. The second forces a more uncomfortable question: is this team, together, capable of making the decisions that the business is going to face?
A good executive in a team that does not complement him performs below what he can. The context is part of the profile.
Building a first line is an exercise in composition, not filler. A bright profile can be the wrong one if it clashes with existing leaders, or if it duplicates an excess strength and exposes a missing one.
That is why the useful conversation does not begin with the position to be filled, but with the decision that the entire team will have to make: an expansion, a restructuring, a change of model. The charge is ordered after understanding that.
Completing the organization chart gives an organized picture. Building the team gives a company that runs. They are not always the same.