After a separation, the people who made some recurring decisions may have stayed with the parent. Before a newly independent business settles a senior hire’s title, I would write down which of those decisions the role owns, starting with those a customer will force.
A hypothetical software unit carved out of an industrial parent used to send discounts above 15 percent to the parent’s deal desk, which answered within a week and stayed with the parent. Its board has drafted a posting for a head of commercial. Once the hire starts, a customer asks for 25 percent off a renewal in exchange for a three-year term.
The title fits someone who approves that request alone and someone who sends it to the CFO. If nobody wrote down which, the hire may quote the discount believing it is theirs to give, or wait on a CFO who is waiting on them. The one-week turnaround stayed with the deal desk, so the company has to set one for whoever hears escalations now.
I would decide two things before the posting goes up: the discount the role can sign alone, and who decides above it. Title and level are easier to set after that. Then give each finalist the renewal, without the limit, and ask how they would handle it. If their answer assumes different authority, find out whether the candidate expects a different job or has a reason to move the limit. Either is cheaper to settle before the offer than mid-renewal.