Begin with the business model
A jewellery maison, a hospitality operator and an interiors brand may serve some similar clients while earning revenue and delivering their service in very different ways. Before widening a search, define the channels, operating responsibilities and customer relationships that matter to the appointment.
Separate useful experience from a familiar audience
Knowledge of private clients may be relevant, but it is not sufficient evidence of running a different business. Examine the candidate’s authority over people, product, distribution, assets and financial performance. The similarities should be specific enough to explain why the experience is useful.
Identify the differences that cannot be assumed away
A product business may depend on inventory and wholesale relationships. A hospitality operation may involve property, service delivery and owner/operator arrangements. An adjacent candidate needs a reasoned view of those differences, supported by examples of learning and adapting.
Consider the ownership context
A leader moving from a large group into a family-owned business may face different resources, governance and expectations of access to the principal. A move in the opposite direction may require greater coordination across functions and formal approvals. Assessment should examine the actual change in working environment.
Define the geographic requirement
Sector adjacency and geographic mobility are separate questions. Relevant category experience does not automatically provide the language, relationships or operating knowledge required in a new market. Establish which requirements are essential and which can be developed with suitable support.
Ask for an adaptation plan
Discuss the decisions a candidate would need to understand before acting. What would they retain, investigate or change? What information and support would they require? This is an opportunity to assess judgement and curiosity without treating an interview presentation as a guaranteed business plan.
Widen deliberately
A broader talent market can be useful when the brief explains why. Start with the capability required, identify relevant direct and adjacent businesses and compare the evidence consistently. An unusual career path should neither disqualify a candidate nor become a substitute for assessment.