Let’s imagine you’re an exciting new technology company with a cracking new electronic device that’s seeking a non-executive director to guide, shape and lead it into growth in a market where there’s a lucrative gap for this new product offering.

I think it’s great that you recognise the need for input from outside to nurture your fledgling market presence and help you grow wings and soar. Too many of the companies we review and assess at Conduit – probably nine out of 10 – are stuck, but can’t see that they’re stuck, because of pride, ego, or because they believe they know best. So, fair play to you if you’re seeking support.

The challenge comes with which type of non-executive director to hire, and is she or he fit for purpose? How about an entrepreneurial hotshot with an impressive track record in creating a buzz around new businesses? Or perhaps a former boss of a blue-chip technology company who pretty much knew the market inside out 10 years ago and could be a safe pair of hands? Or maybe someone in between?

Whichever option you go with, the choice won’t depend on the age or the contacts book of the non-exec brought in; it’s more to do with whether the person is up to speed and current with your market and your ambitions. Is the potential non-exec aware of how distribution channels and marketing methodologies have changed in the past decade? And are they one step ahead of the constantly changing customer base?

Gone are the days when a non-exec recruited from the old boys’ network believed that a flick through his Rolodex would be suffice to pick up his £30k a year for one day a month with the expectant new company.

Today, non-execs should be thoroughly vetted to ensure they are up-to-date with today’s routes to market. They should be involved with the business, bringing in leads, opportunities and partners, and taking cost out of the business so it can react more quickly and flexibly to evolving market demands.

Unless your business mentors understand the intricacies of your scaling plan and are adding commercial value on a monthly basis, then you have to question if they are fit for purpose.