Shark Tank investor Kevin O'Leary has a message for founders hiring C-suite executives: stop rolling out the red carpet on Day 1. Instead, he's pushing what he calls a "hire slowly" philosophy that treats executive onboarding more like an audition than a courtship.

In a recent video on X, O'Leary laid out his unconventional approach. Rather than extending a traditional employment offer with full compensation, benefits, and equity, he suggests bringing executives on as contractors for a six-month trial period. Think of it as corporate speed dating, but with significantly higher stakes.

The financial structure is designed to make the arrangement palatable: pay the executive 30% above their standard market rate in cash. The trade-off? No stock options, no benefits, no employment security. O'Leary credits Swiss business practices for inspiring this model.

"Give them a contract for six months," he explained. "Negotiate their deal if they're successful, then throw them into the fire with the team and see if it works out for them and for the team."

The logic behind this trial-by-fire method is straightforward. If an executive doesn't mesh with company culture or deliver results, the relationship ends without the legal complications and emotional drama of terminating a full-time employee. It's meant to be a clean exit for everyone involved.

O'Leary argues the contractor designation actually protects the executive's career trajectory. "You're not hurting their chances to do something great somewhere else because it's not a blemish on their resume, just a contract they had," he said. In theory, a failed six-month stint looks like completed consulting work rather than a terminated position.

For companies, the appeal is obvious—you're not investing heavily in unproven talent. If the fit isn't right, you walk away having paid for services rendered rather than unwinding an expensive hiring mistake.

But O'Leary's followers had mixed reactions to the strategy. One supporter drew a simple analogy: "Never buy a car without a test drive." Fair enough.

The pushback, however, was fierce. A recruiter on X didn't mince words: "Terrible idea to make it a policy. 1) Nobody employed is leaving for a six month contract. Shrinks your pool hugely. 2) Good people have multiple offers. A contract offer automatically goes to the bottom of the pile."

The recruiter added a pointed observation: "A 'star' has options and won't put up with those terms."

Another commenter suggested the strategy reveals something darker about current labor market dynamics. "I got offered a one month work trial in the US," she wrote. "Given how awful the market is for workers now, companies can get away with this."

That's the central tension in O'Leary's approach. It might work brilliantly for companies in a buyer's market where executives are desperate for opportunities. But when top talent has leverage, asking someone to leave a secure position for a six-month audition—even at premium pay—could backfire spectacularly. The best candidates might simply laugh and move on to the next offer.