Most CVs are just lists. But the best ones answer powerful, strategic questions.
Most CVs are just lists. Bullet points of duties, responsibilities, job titles, and maybe a few numbers sprinkled in for good measure. But here’s the hard truth: no one’s hiring you just because you’ve done a thing. They’re hiring you because of how you think, how you solve problems, how you operate, and what kind of impact you can make next.
The best CVs don’t just show what you did – they answer strategic questions about how and why you did it, and what makes you stand out from everyone else who claims to “hit targets” and “work well in a team.”
This is where most professionals go wrong: they document the past, but they don’t connect it to the future. They don’t tell a story. They don’t make a case. They don’t give the employer a reason to care.
So I’ve broken it down. These are the 10 problem statements your CV should answer – regardless of industry, seniority, or profession. These aren’t fluffy prompts or generic buzzwords – they’re hard-hitting questions that force you to think deeper, articulate your value clearly, and show how you operate at a higher level than your peers.
Answering these questions will transform your CV from a task list into a strategic tool – one that positions you not just as someone who can do the job, but someone who gets the job, improves it, scales it, and makes the business better by doing it.
Below, I’ll also show you exactly how to structure your CV so it answers these questions without turning into a novel – from the opening statement to the final bullet.
Save it, share it, steal it. Your future employer will thank you.
Here are 10 powerful problem statements your CV should answer if you want to actually get noticed:
1. What do I do that nobody else in my profession does quite like me?
Highlight your edge. Your “unfair advantage.” Something your peers don’t bring to the table.
Every profession has its rockstars, its workhorses, and its copy-paste specialists. If you want to rise above the noise, you need to clearly articulate your edge – the thing that sets you apart from people who do the same job as you, but not in the same way. This isn’t about ego. It’s about owning your “unfair advantage” – the mindset, habit, skill, or lens you bring to the table that changes how things get done. Maybe you’re the marketer who codes. The engineer who thinks like a product manager. The recruiter who builds talent pipelines like a supply chain. Whatever it is, name it, frame it, and make it impossible to ignore. That’s how you move from being “another candidate” to “the one we need to talk to.”
2. How do I approach my work differently to others – and why does that matter?
Is it mindset, methodology, use of tools, strategic lens? Spell out how that delivers better results.
This is where you show that you’re not just another person doing the job – you’ve chosen a way of working that consistently delivers better outcomes. Maybe you apply a strategic lens where others stay tactical. Maybe you automate what others still do manually. Maybe you dig deeper into the “why” behind your work while others just tick off the “what.” Whatever your angle, this is where you demonstrate self-awareness about your method and how it sets you apart. The key is to connect your approach to real-world value: does it save time, reduce costs, increase quality, boost team performance? It’s not enough to say you’re “different” – you need to prove that your difference matters. This is your chance to show employers that you’re not just effective – you’re intentional.
3. What does my role really mean to me – and why is it business-critical?
You’re not just a cog in the machine. Explain why your function creates real commercial impact.
This is where you go beyond the job title and speak to the real value of your work. You’re not just ticking tasks off a list – you’re solving problems that directly impact revenue, retention, growth, or innovation. Every profession, whether it’s recruitment, engineering, finance, operations, or marketing, plays a part in shaping business outcomes. The key is articulating how your specific role moves the needle.
For example, if you’re a recruiter, you’re not just filling vacancies – you’re building the future capability of the business. You’re directly influencing product delivery, team culture, and profitability by ensuring the right people are hired and retained. If you’re a software engineer, your work isn’t just about writing code – it’s about creating scalable systems that save the business time, reduce technical debt, and unlock new product possibilities.
So ask yourself: Why does my job matter to the business? What would happen if nobody did it well? Where does the commercial impact show up? Think in terms of business goals: cutting costs, increasing efficiency, reducing churn, driving revenue, de-risking projects, accelerating time-to-market. Your CV should make that link obvious – because that’s the level decision-makers are thinking at.
The employer shouldn’t have to connect the dots. You do it for them.
4. How do I think forward – and hire/act/solve for the future, not just the present?
Whether it’s hiring, systems, products, operations – are you playing the long game?
It’s easy to focus only on the immediate need – filling a vacancy, hitting a deadline, solving today’s fire. But the real value lies in thinking beyond the now. Future-focused professionals anticipate where the business is going and make decisions that compound over time. That might mean hiring someone not just because they can do the job today, but because they have the potential to grow into something bigger tomorrow – a future leader, a cross-functional contributor, a culture shaper. In operations, it could be implementing systems that won’t just survive current workflows but scale with demand. In product roles, it’s about solving the root causes of user friction, not just adding quick fixes. Employers notice people who play the long game – the ones who reduce future costs, improve retention, create optionality, and build capability that lasts. So your CV should show how your decisions today protect and accelerate the business tomorrow.
5. How do I think backward – what lessons shape how I work today?
Show reflection. Growth. Pattern recognition. Do you apply insights from past successes and failures?
A strong CV doesn’t just look forward — it also shows that you’ve taken the time to look back. Employers want to hire people who reflect, learn, and improve, not just repeat. So ask yourself: what patterns have you recognised over time that have changed how you operate? What mistakes taught you something crucial? What successes showed you a new best practice? If you’ve evolved your approach because you saw something wasn’t working — say so. If you’ve doubled down on a winning strategy after seeing consistent results — highlight that.
This kind of insight shows maturity, self-awareness, and the ability to grow on the job. For example, maybe early in your career you focused on speed, but you later realised the value of precision and strategic alignment. Or maybe you used to rely on instinct, but you’ve since built systems and data into your process because it made your work more scalable. Whatever the lesson, show that you’re someone who learns, adjusts, and levels up – that’s gold dust for any employer.
6. What makes someone great in my profession – and how do I model that?
Define your standards. Show that you know what excellent looks like, and where you stand.
This is about drawing a line in the sand. Employers want to know you don’t just do your job – you understand what excellence looks like in your field, and you actively measure yourself against that bar. Whether you’re in software engineering, marketing, sales, recruitment, or customer service – there are standout traits, mindsets, and behaviours that separate the top 10% from the rest.
Use your CV to define those standards clearly. What do the best people in your industry do that others don’t? Are they more commercially minded? More innovative? More consistent? Do they see around corners, lift their teammates, build systems, ask better questions? Whatever it is – show that you know the difference between average and excellent. Then go one step further: demonstrate how you embody that excellence in your day-to-day work.
Don’t say “I’m a great marketer.” Say, “I model excellence by translating customer insights into campaigns that drive measurable sales impact – because the best marketers don’t just create noise, they move the needle.” That kind of clarity builds trust fast. It shows employers that you don’t just aim to do the job – you aim to raise the standard of how it’s done.
This is especially powerful because it positions you not just as a performer, but as a benchmark-setter – someone who others will want to work with, learn from, and follow.
7. How do I measure success – and how do I know my work is working?
Not just metrics – talk about meaningful outcomes. Feedback, retention, growth, cost savings.
Most people throw metrics onto their CV like confetti – “increased sales by 20%”, “reduced churn by 15%” – and while numbers are important, they’re not the full story. The real question is: How do you define success in your role, and how do you know you’re actually delivering it?
This is where you go deeper than just KPI box-ticking. Start by identifying what success means in the context of your role. For some, it might be hard numbers – revenue, conversion rates, cost savings. But for others, it could be retention, process efficiency, customer satisfaction, stakeholder trust, team growth, or quality improvements. It’s about showing that you understand the value your work brings to the wider business – and that you care about the outcomes, not just the outputs.
Then show how you measure it. Do you track results over time? Compare against benchmarks? Seek regular feedback? Influence metrics outside your job description? For example, if you’re a project manager, it’s not just about “delivered on time” – it’s about how that delivery impacted operations, improved customer experience, or enabled the next phase of growth.
And don’t be afraid to include qualitative feedback. Did a senior leader comment on your impact? Did a client renew based on your contribution? Those are results too – and often more powerful than a percentage on a dashboard.
Bottom line: employers don’t just want to see what you did – they want to know if it mattered. Show them that you’ve thought about that, measured it, and owned it. That’s how you prove you’re not just doing the job – you’re making the job better.
8. How do I add value beyond my job description?
Think culture, cross-functional projects, innovation, automation, coaching – the bonus extras.
This is where true A-players differentiate themselves. Your job description outlines your minimum requirement – but what sets you apart is the extra value you bring that wasn’t asked for but made a difference. Maybe you stepped into a broken process and streamlined it. Maybe you introduced a tool that cut admin time in half. Maybe you mentored a junior teammate without being asked, and now they’re flying. Or you joined a cross-functional team to help launch something outside your usual remit. This is about showing initiative, ownership, and an ability to spot opportunities beyond the obvious. Employers want to know: when the chips are down or the business evolves, are you the person who steps up, thinks laterally, and makes things better without being told to? That’s value-add. That’s impact. And that’s what elevates a strong contributor into a critical team member.
9. How do I approach working with others – and what’s my impact on the team?
Skip the “works well with others” cliché. Talk collaboration style, influence, unblocking, uplifting others.
“Works well with others” is the CV equivalent of saying “I breathe air.” It tells us nothing. Instead, employers want to know how you collaborate and what changes when you’re in the room. Do you take the lead when there’s uncertainty? Do you unblock bottlenecks for others? Do you mentor junior staff, challenge groupthink, or bridge the gap between technical and non-technical teams?
Think about your collaboration style: Are you the calm in chaos? The energiser who gets buy-in fast? The details person who makes others look sharper? These things matter – not just because teamwork is nice, but because your presence can accelerate a project, elevate others, or turn a struggling team around.
Your CV should show your impact on the team – not just that you existed in one. For example:
- “Collaborated with product and marketing teams to align messaging across campaigns, reducing turnaround time by 30%.”
- “Mentored two junior developers, both of whom were promoted within 18 months.”
- “Acted as team lead during a key absence, coordinating cross-functional delivery under tight deadlines.”
Don’t just claim to be a team player – show us the value your team gains because you’re on it.
10. What’s my repeatable method – the system, process, or mindset I use to get results?
This is the kicker. You’re not winging it – you’ve got a way of working that delivers. Lay it out.
This is the kicker. Anyone can get lucky once, or ride the momentum of a strong team. But what sets top performers apart – in any profession – is the ability to consistently deliver results because they’ve developed a deliberate way of working. A personal playbook. A method to the madness.
Employers want to know that you’re not guessing your way through tasks – you’re operating from a refined system that can be applied, adapted, and repeated in different contexts. Maybe it’s the way you structure a project kickoff, the frameworks you use to solve problems, the way you validate ideas with data before acting, or how you use tools like AI, automation, or agile sprints to scale your impact. Whatever it is – it’s your professional signature, and it’s a huge part of your value proposition.
This is your chance to show not just that you get results – but that you understand how you get them, and could teach someone else to do it too. That’s credibility. That’s influence. That’s leadership. Whether you’re in sales, engineering, marketing, customer service, recruitment, ops – doesn’t matter. The question is: what’s your approach, and why does it work?
In your CV, this could look like a short “How I Work” section or be embedded within your bullet points and role descriptions. Use language like:
- “I follow a [3-step system] for [delivering X]”
- “I consistently apply [principle/toolset/method] to [achieve Y]”
- “I created a process that enables [repeatable outcome Z]”
It’s not about sounding robotic. It’s about showing that your success is intentional, and that you’re the kind of professional who builds systems, not just reacts to tasks. That’s what gets you hired and trusted.
How to Structure This in Your CV (So It Lands)
Here’s how to weave these ideas into your CV so it’s not just talk – it lives and breathes through your document:
1. Start With a Personal Statement (2 Paragraphs Max)
This is your North Star. Answer questions 1, 2, 3, 4 and 5 here.
Include:
What you believe about your profession
What makes your approach different
Why it matters to the business
How you think forward AND backward
- This is the employer’s first impression of your mindset.
Your personal statement is the most important real estate on your CV — it’s the first thing a hiring manager reads, and it sets the tone for everything that follows. Think of it as your professional “elevator pitch meets manifesto.” This is where you articulate not just what you do, but how you think, why you do it the way you do, and what makes you different from everyone else in your field.
Start by explaining what your profession means to you and why it matters to the business beyond the day-to-day tasks. What impact does your role have on the wider organisation? Then, dive into how your approach sets you apart. Don’t just say you’re “strategic” — explain what that actually looks like in practice. Are you the person who thinks ahead and hires talent that will grow with the company? Do you approach problems by analysing past patterns and applying those insights to future decisions? Are you passionate about creating systems that outlast you? This is where you answer those questions. A strong personal statement will link your mindset to measurable value, showing employers that you’re not just performing a role — you’re making deliberate, thoughtful decisions that benefit the business now and long-term.
This section should cover five of your key problem statements:
- What do I do that nobody else does quite like me?
- How do I approach my work differently from others — and why does that matter?
- What does my role mean to me — and why is it business-critical?
- How do I think forward and anticipate what’s coming?
- How do I think backward and learn from what’s already happened?
Nail this, and you’ve done more in two paragraphs than most people do in two pages.
2. Create a “How I Work” or “My Methodology” Section (Optional, But Powerful)
Bullet out your process. Answer questions 6 and 10.
This shows you don’t just hope things work – you engineer them to.
This is your chance to show your working. Not just what you’ve done, but how you consistently get results. It’s where you break down your repeatable approach – the mindset, tools, systems, or steps you use to deliver value. This section answers two of the most overlooked questions in most CVs: “What makes someone excellent in this role?” and “How do I get the results I get?”
Think of this as your personal blueprint. Do you always start with stakeholder alignment? Do you challenge assumptions early? Do you use automation, data, AI, or frameworks to level-up your output? Maybe your method is human-first, insight-led, or built around speed and iteration. Whatever it is, outline it here – briefly, clearly, and confidently.
Use bullet points or a short paragraph format. Keep it focused on what you do differently from others and what consistently leads to better-than-average outcomes. The point is to show that you’re not winging it – you’ve built a personal system that is transparent, measurable, and adaptable. You’ve learned what works, and you apply it with purpose.
For example:
My Hiring Methodology
I don’t rely on gut feel or copy-paste processes. I apply a repeatable, forward-thinking methodology that balances business needs, candidate potential, and long-term impact.
- Align with business outcomes before kicking off any search
Before I touch a job description, I speak to hiring managers and stakeholders to understand the real business problem we’re solving. I ask forward-looking questions: What does success look like in 6-12 months? What impact should this hire have beyond the role? This lets me calibrate for outcomes, not just tasks. - Use data and tech to widen the pipeline while saving time
I use sourcing automations, AI-enhanced matching tools, and market data to build targeted, diverse longlists quickly. This gives me breadth without sacrificing quality – and means I can spend more time on strategic conversations, not admin. - Screen for potential, mindset, and business impact – not just experience
My screening goes beyond the CV. I look for signals of adaptability, self-led learning, commercial awareness, and collaboration style. I ask situational questions designed to uncover how they think, how they grow, and whether they’ll raise the bar over time. - Embed feedback loops to improve every stage of the hiring journey
I gather structured feedback from candidates and hiring managers at key stages. I track time-to-hire, retention, and post-placement performance to refine the process continuously. If something isn’t working – I find out why and fix it. - Prioritise long-term value over short-term fixes
I hire for today’s needs and tomorrow’s potential. I look for candidates with broader skills, future leadership traits, or adjacent interests that align with company goals. This approach builds internal bench strength, reduces churn, and supports succession planning.
This kind of section instantly signals that you’re self-aware, process-driven, and strategic – which makes you more trustworthy to decision-makers and easier to onboard into new teams. Whether you’re a marketer, engineer, product manager, or finance pro, showing your personal operating system adds major credibility.
3. Thread the Rest Throughout Your Roles
Under each job:
Start each bullet with a verb and link back to your philosophy
Show impact, not just activity
Use data, outcomes, testimonials, retention, cost/time savings
- Reference questions 7, 8, and 9 on repeat. Build that consistency.
Once you’ve set the tone with your personal statement and (optionally) outlined your methodology, it’s time to prove it through your experience section. This is where most CVs fall flat – they list tasks instead of telling stories. But you? You’re about to show how your way of thinking plays out in real results.
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Start each bullet point under your past roles with a strong action verb – think “Led,” “Designed,” “Introduced,” “Improved,” “Rescued,” “Optimised.” Then link the action back to the bigger picture. Don’t just say what you did – say why it mattered. Anchor your achievements in commercial value, team impact, or long-term outcomes.
Instead of:
- “Managed onboarding process”
Say:
- “Revamped onboarding to cut time-to-productivity by 30%, improving new hire retention and satisfaction scores”
This is where you consistently reference the core themes from your personal statement and philosophy – especially problem statements 7, 8, and 9:
- How do you measure success?
- How do you go beyond your job description to add value?
- How do you collaborate or influence others?
Show outcomes wherever possible. Use metrics, testimonials, benchmarks, or even before-and-after snapshots. For example:
- “Partnered with product to improve hiring brief process – reduced average vacancy time from 42 to 28 days and raised hiring manager satisfaction from 7.1 to 9.3 (internal survey)”
- “Delivered a training initiative that upskilled 3 junior developers into senior roles within 18 months, cutting reliance on external hiring”
You’re not just telling the reader what you’ve done – you’re building a case for how you think, how you deliver, and why they need you in their business. Every bullet should feel like another point on a slide titled: “Here’s why I’m a no-brainer to hire.”
4. Add a “Key Wins” or “Legacy Highlights” Section if You’ve Got the Space
These can be 3-5 bullets at the end or under each role, calling out:
Projects that outlived you
People you hired/coached who progressed
Results that moved the dial long-term
This section is your chance to show that your impact didn’t stop the day you left the building – or logged off for the last time. While most CVs focus on responsibilities and day-to-day outcomes, this is where you spotlight the lasting value you created. It’s less about “what I did” and more about “what I built that still matters.”
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You can place this as a short sub-section at the end of each role, or as a standalone “Key Achievements” section in your CV. Include three to five bullets that tell a story of momentum, transformation, and scalability.
Think about:
- Projects that outlived you – Did you design a process, launch an initiative, or automate a workflow that’s still in use today? That shows vision and long-term thinking.
- People you hired or coached who went on to succeed – These show your influence on team growth and culture. You don’t just hit targets – you build people up.
- Results that moved the dial – These could be retention improvements, cost savings, improved engagement scores, reduced time-to-market, or scaling up a product, team, or service that created real business value.
These are the moments where you didn’t just do your job – you made the business better. They act like mini case studies that reflect your personal stamp on the organisation. And employers notice.
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Don’t shy away from including metrics, even directional ones – “Reduced onboarding time by 30%,” “Built a hiring pipeline that delivered 80% of next year’s hires,” or “Promoted 2 direct reports into leadership roles.” These stick in a hiring manager’s mind more than vague phrases like “improved team performance.”
This section is especially useful if you’re going for senior or strategic roles, where your ability to create durable outcomes is more important than tactical execution alone.
🔚 Conclusion: Your CV Isn’t Just a Document – It’s a Statement of Intent
Most people write CVs like a record of employment. But if you want to stand out, your CV needs to be a strategic positioning tool. It should tell a story – not just about where you’ve been, but how you think, what you value, and what kind of impact you’re here to make next.
Answering these 10 problem statements forces you to dig deeper. It pushes you to move past listing duties and start demonstrating value – through mindset, results, process, and intent. You’re not just telling employers what you do – you’re showing them why you matter, and what you’ll do for them.
So if your current CV doesn’t reflect the way you think, the outcomes you’ve driven, or the kind of operator you really are – now’s the time to rebuild. Make it forward-thinking, commercially aware, and unmistakably you. Because the best jobs aren’t won by the person with the longest list – they go to the person who tells the clearest, sharpest story.
And now, you’ve got the framework to tell yours.
Ready to go? Here are three major external websites focused on hiring, job searching, and company reviews:
- Glassdoor – Company reviews, salaries, interview insights, and job listings:
https://www.glassdoor.com - Indeed – One of the largest job boards with listings, company reviews, and salary comparisons:
https://www.indeed.com - LinkedIn Jobs – Professional networking and job search platform with direct employer connections:
https://www.linkedin.com/jobs
