Your recruitment problem is a structure problem
Clubs call about scouting. The finding is nearly always that three people each think they have the final say and it has never been written down.
The call almost always describes a scouting problem. We are signing the wrong players, our network is not good enough, we need better data. Then you interview eleven people separately and ask each of them who approves a signing, and you get four different answers — none of them dishonest, all of them describing the part of the process that person can see.
That is not a communication problem to be solved with a meeting. It is an unwritten structure, and an unwritten structure defaults under pressure to whoever has the most authority in the room at the moment the deadline arrives. In the last week of a window that is the president, every time, which is why so many squads contain one contract nobody now defends.
The fix is unglamorous and takes an afternoon to write and about two years to hold: who proposes, who decides, who can veto, and on what grounds. The document is easy. Getting the president to sign the row that limits the president is the engagement.
Writing
Academy productivity: the only metric that matters
Not how many turn professional somewhere. The share of your own first team's minutes played by players you trained.
What a sporting director actually does
Mostly: absorbs the decisions that would otherwise be taken by whoever is angriest on a Sunday night.