For employers
We recruit the commercial roles that create and protect revenue. Modern technology fluency matters, and we test it properly — but the reason a buyer says yes is still a person asking the right question and being trusted with the answer. That is what we assess for.
How we work
Understanding you
Assessing candidates is only half the job. Before we decide what good looks like, we need to understand the business they would be joining, in enough detail to argue with you about it.
Then we assess the people
Once we understand what good looks like in your business, every candidate goes through the same five stages.
What has this person actually done?
We get specific about the numbers and the environment behind them, in the same format for every candidate, so you can compare people rather than compare CVs.
Past performance is evidence, not a forecast. A strong number in a business with exceptional inbound tells you very little about a cold market, and we say so.
Quota, attainment and how it moved across the last three periods · Average deal value and sales cycle length · Market, customer type and the ICP they actually sold into · New business versus account growth, outbound versus inbound
What happens when this person has to actually sell?
We take them through real situations rather than competency questions, because selling is a behaviour and you can hear it.
Discovery: the questions they ask and the order they ask them in · Listening ratio, and whether they follow the thread or return to a script · Prospecting method and how they choose who to approach · Building rapport without performing
Can this person operate inside a modern revenue team?
Technology should give a seller more time in front of buyers. We check they understand that, and that they use it with judgement rather than for volume.
Nobody needs experience of every platform, and we do not screen on a tool list. The principle is simpler: a strong modern seller can explain how technology makes them more effective, and where it makes them worse.
CRM discipline in Salesforce or HubSpot: clean pipeline, honest stages, useful notes · Conversation intelligence such as Gong, and what they changed after listening back · Sequencing and engagement platforms such as Outreach or Salesloft · Data and intelligence tools: Apollo, Lusha, Cognism, Clay, LinkedIn Sales Navigator
Why does this person sell, and what happens when it gets hard?
This is the stage most processes skip and the one that most often explains a failed hire. It is a proper conversation, not a personality questionnaire.
The goal is meaningful human understanding, not a psychometric score. We report what we heard and where we are unsure.
Why they chose sales, and whether they actually enjoy selling · What motivates them beyond the commission plan · Ambition: what they want to be doing in three years, and how realistic it is · Resilience and how they describe a bad quarter
Where is this person most likely to thrive?
We are not looking for people who all sound the same. We are working out which environment brings the best out of this particular person, and whether that is yours.
Cultural fit is not a code word for people who resemble the existing team. Used properly it is the difference between a good hire and a good hire in the wrong place.
Communication style, and how it lands with your buyer · Personality and values, described honestly rather than flatteringly · The working environment they perform best in · The management style that gets the most out of them
Commercial models
Adroit is not one fixed recruitment product. The way we work should match the difficulty of the hire, the urgency, and how much of the search you want to own yourself.
You pay on a successful hire. Sensible for well-defined roles in a healthy candidate market.
Committed, structured search with a mapped market. Appropriate where the role is hard, confidential, senior or business-critical.
Several connected hires planned together, with the commercial arrangement reflecting the size and sequence of the project.
Payment terms, rebate periods, replacement arrangements and staged invoicing are all things we will discuss openly and agree in writing before we start.
Role scoping, market and salary insight, interview process design, scorecards and offer strategy. Often the part that changes the outcome most.
Not every option suits every client, and we do not publish fees. Tell us the problem and we will propose the model that fits it.
Building a sales function for the first time, or rebuilding one as the commercial model changes? Work through building your first sales team.
Which service fits
Same assessment standard in all three. What changes is the scope of the mandate and how the engagement is structured.
One hire at a time
Specialist permanent hiring across Sales and GTM, from first SDR to Enterprise Account Executive.
Several connected hires
Several connected hires planned and sequenced together, rather than filling roles in isolation.
One leadership mandate
Leadership and senior commercial hiring: Heads of Sales, Directors, VPs of Sales and CROs.
Not sure which one you need? Describe the problem rather than the vacancy and we will tell you which of the three fits — or that none of them does. Tell us who you're hiring.
No surprises
Oxfordshire is home, London is our largest market, and we work across the UK and internationally where we can run a credible search.
Sales, sales leadership, RevOps, Customer Success, Account Management, Partnerships and growth — from a first SDR to a CRO.
See every role we recruitWhere do you start?
Most hiring conversations begin in one of these places. Pick the closest and we will pick it up from there.
Sequencing advice as much as candidates, and a hard look at whether the motion is ready to delegate.
Build my sales teamConsistent assessment across two very different profiles, and hires that land in a workable order.
Talk through a team buildA mapped market, a defined mandate and a leader who builds a system rather than personally carrying the number.
Discuss an executive searchCredible search in markets you do not know yet, plus straight talk about local salary and expectation.
Hire internationallySellers who can hold a technical conversation and still run a commercial process with a non-technical buyer.
Find my next sales hirePeople who can carry a complex proposition to a sceptical buyer without overclaiming.
Tell us who you're hiringStages four and five of our screening, done properly, and honest reporting on where we are unsure.
See how we assessCommon questions
The tools and guides employers use most before briefing a role.
Turn a vague 'we need a salesperson' into a brief with scope, seniority, motion and package structure you can recruit against.
Design an interview process for a sales role, stage by stage, and see where it will lose people or waste their time.
Build a weighted interview scorecard with rubric anchors, then print an interview-ready version for the panel.
Work out which sales or GTM role to hire next, what it depends on, and what to check before you open it.
The role, the number attached to it, and what has failed before. We will come back with a straight view on what good looks like and whether we can find it.
