How to Effectively Hire a COO – 2 Years of Steady Growth
Elena Volk is a speaker, entrepreneur, blogger, and author of business articles. She has over 8 years of experience running businesses, including an IT recruitment agency and an online school for IT recruiters. Elena also helps others start working for themselves through mentorship.
Many business owners reach a point where they feel like they’re juggling every responsibility alone, which can be overwhelming. This article explores how changes in business strategy and the decision to delegate key responsibilities, like hiring a COO, can bring about substantial growth and a more harmonious work environment. If you’re ready to break free from feeling like everything rests on your shoulders, keep reading for actionable insights and advice.
Time for change: What happened 2 years ago
I had to go through a difficult moment two years ago: our first COO at EvoTalents, with whom we had worked for 7 years, decided to move on. This person grew within the company, gradually developing her expertise, and together we have come a long way.
As a founder, I was left at a crossroads: to accept change or to stick with the usual. But I always believed that changes are not a loss, but an invitation to growth. So instead of panic, I sat down and clearly formed a portrait of the person I wanted to see as COO. This time, the decision was made to immediately look for a person with the necessary COO experience. In addition, soft skills have always been important to me: mindset, values, and approach.
We began the search for a person who would not just “support processes”, but would become a strategic partner. That's how Yulia, our COO, appeared at EvoTalents. And from that moment on, a completely different level of work began.
What has changed in 2 years?
We doubled our turnover in 2024 compared to 2023.
A strategy has emerged that we don't just plan, we implement.
I can deal with business development, brand, and communication.
The team works harmoniously and autonomously, with a clear focus and area of responsibility.
And most importantly, I have a resource again because I know that delegation is one of the coolest tools for business owners.
What is important to consider before hiring a COO
1. Shared values
Yulia and I have had similar views from the beginning: how we work, how we communicate, what "responsibility" and "team spirit" are. These are not just beautifully said words, they are the reality of daily decisions.
There is no point in hiring a strong specialist if you have different approaches to working with people.
2. Roles do not overlap, but reinforce each other
I am about strategic direction, ideas, and development. Yulia is about implementation, processes, analytics, and standards. We do not duplicate each other. On the contrary, together we make the complete picture.
3. Regular synchronization
Think about how you will keep in constant contact with a new person. Personally, I believe in 1:1 calls. As soon as we miss a few meetings, we immediately lose sync. It is especially important in the role of COO to stay on the same page. We talk about focuses, priorities, doubts, and growth points every week.
Tip: When looking for a key person, don't neglect your personal brand, network, and social media. This is a source of strong connections.
What we implemented
We wrote guides for each role, so that each person knows what they are responsible for, what level they are at, and where to grow.
We introduced metrics and KPIs: it's not about control, but about focus and measurability. Some also have a motivational part.
We launched DemoStudy, which I'll discuss in more detail below.
We optimized adaptation for sourcers and recruiters, now it's a clear, understandable process.
We improved lead generation due to clear stages and a new CRM system.
We wrote down the adaptation and work process for the Sales Manager, even before he arrived.
We increased the team in a structured way, not chaotically.
What is DemoStudy, and how it impact growth
The initiative that Yulia launched is monthly professional training within the team.
The essence is simple: each person in the team chooses a learning resource: a book, a course, a podcast, studies it for a month, and then shares conclusions and ideas for implementation on a joint call.
It sounds simple. But the effect is colossal:
We learn systematically and in a structured way.
We increase expertise not "in words", but in cases;
We motivate each other and develop as a team.
When exactly do you need an operations director?
You have a team, but everything depends on you.
You feel that you are slowing down your development because you are busy with operations.
You grow, but chaotically, without structure;
You want to scale without burning out;
You lack a system, analytics, and processes.
What if you are now at the exact point where I was?
My advice:
Don’t wait until you’re burned out to delegate.
Don’t look for “just a strong specialist”, look for a partner with a similar culture.
Create a clear vision: how will this person impact your business?
Show the company that this role is not about control, but about growth.
Read more from Elena Volk
Elena Volk, Founder & CEO of EvoTalents Recruiting Agency
Elena Volk founded the IT recruitment agency EvoTalents and the online school for IT recruiters, EvoTalents.School.
8 years ago, she made one of the most challenging but best decisions of her life — to leave her job, move to London, and start working for herself, first as a freelancer and later as an entrepreneur.
Over these years, she built a team and established an agency that is now among the top IT recruitment agencies in Ukraine.
