The logic sounds right but it creates a treadmill where you're always importing knowledge instead of building it. At some point "we hired someone who's been here before" becomes a substitute for actually understanding your own users and context.

The data version of this problem: you spend so much time hiring analysts who've seen the next scale that you forget to build the institutional knowledge and data literacy in the business that actually lets those leaders be effective when they arrive.

The hidden cost is that "someone who's seen this stage" often means someone who solved a different company's version of that stage. The pattern-matching can be as dangerous as the inexperience it's meant to fix.