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Matching resources

• Interactive toolInteractive

  Hiring brief builder

  Turn a vague 'we need a salesperson' into a brief with scope, seniority, motion and package structure you can recruit against.

  For employers · Making first sales hires, Scaling an existing team

• Interactive toolInteractive

  Hiring process designer

  Design an interview process for a sales role, stage by stage, and see where it will lose people or waste their time.

  For employers · Scaling an existing team, Established sales function

• Interview and scorecardInteractive

  Sales role scorecard generator

  Build a weighted interview scorecard with rubric anchors, then print an interview-ready version for the panel.

  For employers

• Interactive toolInteractive

  Hiring sequence planner

  Work out which sales or GTM role to hire next, what it depends on, and what to check before you open it.

  For employers · Making first sales hires, Scaling an existing team

• Pay and OTE explainerInteractive

  Sales compensation planner

  Split a base, variable and OTE figure you enter, model attainment, and read how sales pay is structured.

  For employers and candidates

• Onboarding plan30/60/90 plan

  SDR 30/60/90 day plan

  A practical 30/60/90 day plan for a new SDR: objectives, activities, milestones, manager responsibilities, learning priorities and when to introduce each measure.

  For employers

• Onboarding plan30/60/90 plan

  AE 30/60/90 day plan

  A 30/60/90 day plan for a new Account Executive: objectives by phase, milestones, manager responsibilities, enablement priorities and when pipeline and revenue measures become fair.

  For employers

• Onboarding plan30/60/90 plan

  Sales Manager 30/60/90 day plan

  A 30/60/90 day plan for a new Sales Manager: diagnose before changing, earn the team's trust, and the order to introduce coaching, forecasting and performance measures in.

  For employers

• Onboarding plan30/60/90 plan

  Sales leader first 90 days

  A first 90 days plan for a Head of Sales, VP Sales or CRO: what to diagnose, what to fix, what to leave, and the order to earn credibility with the team and the board.

  For employers

• Onboarding plan30/60/90 plan

  Sales hire onboarding checklist

  A tickable onboarding checklist for a new Sales or GTM hire: access, commercials, learning, coaching rhythm and the 30, 60 and 90 day checkpoints. Print or copy it into your own system.

  For employers

• Onboarding plan30/60/90 plan

  Week one checklist

  A day-by-day week one checklist for a new Sales or GTM hire, covering access, customer exposure, first calls and the end-of-week conversation. Print or copy it.

  For employers

• Career mapInteractive career map

  AE to VP Sales career map

  An interactive map of the two routes out of an Account Executive seat: senior selling, or sales leadership. What each level owns, and what it takes to move.

  For employers and candidates

• Career mapInteractive career map

  RevOps career ladder map

  An interactive map of the Revenue Operations career ladder, from analyst to VP RevOps, including enablement, analytics and systems as adjacent routes.

  For employers and candidates

• Career mapInteractive career map

  Sales leadership ladder map

  An interactive map of sales leadership levels from Team Lead to CRO, defined by what each seat owns and who reports in rather than by job title.

  For employers and candidates

• Team and org designOrg and hiring sequence

  SaaS sales org structure

  How to structure a SaaS sales organisation from startup to enterprise: which shapes fit which motion, who owns renewal and expansion, and what each choice costs.

  For employers

• Team and org designOrg and hiring sequence

  SDR and AE team structure

  How the SDR and Account Executive split works in practice: reporting lines, the handover definition, ownership of each stage, and when full-cycle selling is the better answer.

  For employers

• Team and org designOrg and hiring sequence

  First Sales Operations hire

  The observable signals that justify a first Sales Operations hire, how the seat usually grows, and when a fractional or manager-owned arrangement is still the right answer.

  For employers

• Team and org designOrg and hiring sequence

  When to hire a RevOps leader

  How to tell whether you need Revenue Operations leadership or more operations capacity, where the seat should report, and how to fill the gap in the meantime.

  For employers

• Team and org designOrg and hiring sequence

  When to hire a Head of Sales

  How to tell whether you need a Sales Manager, a Head of Sales or a fractional leader, what triggers each layer, and the cost of adding leadership too early.

  For employers

• Team and org designOrg and hiring sequence

  Hunter vs farmer structures

  Whether to separate new business from account management: what each structure protects, what it costs, and how to allocate renewal and expansion so the split holds.

  For employers

• Team and org designOrg and hiring sequence

  Customer Success and Sales

  The handover, adoption, renewal, expansion and escalation decisions that determine whether Customer Success and Sales cooperate or compete — with an ownership matrix to fill in.

  For employers

• Pay and OTE explainerPay structure model

  OTE explained

  What On Target Earnings actually means, how the base and variable split changes the job, and the plan rules that decide what a seller really earns.

  For employers

• Pay and OTE explainerPay structure model

  Commission structures

  Flat rate, tiered, margin-based, attainment-based, kickers and pooled plans — what each rewards, where each fits, and the plan rules that matter more than the rate.

  For employers

• Pay and OTE explainerPay structure model

  Base salary vs OTE

  Why two roles with the same OTE can be completely different jobs, how to choose a base-to-variable split, and why the base belongs in the advert.

  For employers and candidates

• Pay and OTE explainerPay structure model

  How to set OTE

  A method for deriving a defensible OTE from your own production, margin and risk — including how to test whether the quota behind it is credible.

  For employers

• Market evidenceMethodology and sources

  SaaS sales hiring

  How hiring for SaaS differs from hiring for any other sales job: committee buyers, renewal-weighted performance, and the assessment questions that separate candidates.

  For employers

• Market evidenceMethodology and sources

  Startup sales hiring

  What an early-stage sales hire is actually for, the signals that a candidate can work without a machine, and how to test whether you are ready to hire at all.

  For employers

• Market evidenceMethodology and sources

  Enterprise software hiring

  What enterprise software hiring demands that mid-market does not: procurement, champions without budget, written business cases and the discipline to survive a long deal.

  For employers

• Market evidenceMethodology and sources

  Oxfordshire talent market

  Local context for hiring Sales and GTM people in Oxfordshire: the spin-out and science clusters, county travel realities, and what they mean for your brief.

  For employers

• Market evidenceMethodology and sources

  London talent market

  Local context for hiring Sales and GTM people in London: fintech and regulated buyers, venture-backed cohort hiring, and why process speed decides most searches.

  For employers

• Interview and scorecardInterview scorecard

  Assessing closing skills

  How to test closing properly: deal walkthroughs, mutual action plans, negotiation judgement and forecast honesty, with a scorecard that ignores closing technique clichés.

  For employers

• Interview and scorecard

  Structuring a sales hiring process

  A four-stage sales hiring process with scorecards, agreed criteria, panel roles and a debrief rule - designed so the most confident candidate does not win by default.

  For employers

• Career guide

  The sales leadership career path

  How sales leadership careers progress from first-line manager to Head of Sales, VP and CRO: what changes at each level, and what stops people moving up.

  For employers and candidates

• Career guide

  The Revenue Operations career path

  How Revenue Operations careers progress from analyst to RevOps leadership: the systems, analytics and strategy branches, and how people arrive from sales, finance and support.

  For employers and candidates

• Career guide

  SDR vs BDR

  SDR and BDR are often the same job with different names. Where they differ, it is inbound versus outbound ownership — here is how to tell, and which to hire.

  For employers and candidates

• Career guide

  AE vs Account Manager

  The difference between an Account Executive and an Account Manager: new business versus retention and growth, and how to tell which role your revenue gap needs.

  For employers and candidates

• Career guide

  CRO vs VP Sales

  The difference between a Chief Revenue Officer and a VP Sales: scope, measurement and reporting lines, plus how to decide which one your business actually needs.

  For employers and candidates

• Career guide

  RevOps vs SalesOps

  How Revenue Operations differs from Sales Operations: scope across the funnel, what each role is measured on, and which one your team needs first.

  For employers and candidates

• Hiring guideHiring kit

  How to hire a RevOps Manager

  How to hire a Revenue Operations Manager: what the role owns across sales, marketing and CS, when the business needs one, and how to test data and systems judgement properly.

  For employers

• Interview and scorecardInterview scorecard

  Assessing discovery skills

  A live discovery exercise and scorecard: how to brief an internal buyer, what to score, and how to tell a real questioner from a rehearsed qualification checklist.

  For employers

• Interview and scorecardInterview scorecard

  Assessing objection handling

  A structured way to test objection handling: three real objections, what strong and weak responses look like, and a scorecard that ignores slick rebuttals.

  For employers

• Hiring guideHiring kit

  How to hire your first salesperson

  A founder's decision tool for the first sales hire: whether you are ready, which profile fits, what to hand over, how to assess without a sales function, and how to set up month one.

  For employers · Making first sales hires

• Interview and scorecardInterview scorecard

  RevOps interview scorecard

  A RevOps interview scorecard covering data integrity, process design, systems judgement, commercial understanding and influence without authority.

  For employers

• Team and org design

  When a founder should stop selling

  The observable signals that a founder has become the constraint on revenue, what to hand over first, and what a founder should keep long after the first sales hire.

  For employers

• Team and org design

  Founder-led to repeatable

  How to convert what a founder knows into something a sales team can run: documenting the buying reason, the qualification rule, the process and the handover order.

  For employers

• Team and org design

  Your first three sales hires

  How the first three sales hires tend to sequence in a technology company, why the order changes with the sales motion, and the trigger to look for before each one.

  For employers

• Career guide

  SDR vs BDR vs AE

  The practical difference between SDR, BDR and Account Executive work, and how to decide which one your first or next sales hire should be.

  For employers and candidates

• Team and org design

  Player-coach or Sales Manager

  When a player-coach is the right first sales leadership hire, when it is a false economy, and how to define the split so the role does not quietly become a solo selling job.

  For employers

• Hiring guide

  Selling a technical product

  How to hire salespeople for DeepTech, engineering-led and technically complex products: what technical credibility actually means, how to test it, and what not to over-index on.

  For employers

• Interview and scorecardInterview scorecard

  Interviewing your first salesperson

  A four-stage interview process a founder can run without a sales team: what to test, the exercises that expose real evidence, and how to score without a comparison set.

  For employers

• Onboarding plan30/60/90 plan

  Onboarding a first sales hire

  A practical onboarding and ramp plan for a first sales hire in a company with no sales team, no enablement function and a founder as the only coach.

  For employers

• Hiring guideHiring kit

  How to hire a Sales Manager

  How to hire a frontline Sales Manager: what the role owns, when a team genuinely needs one, how to test coaching rather than personal selling, and the promotion decision.

  For employers

• Interview and scorecardInterview scorecard

  Sales leadership interview scorecard

  A scorecard for Head of Sales, VP Sales and CRO interviews: situation match, go-to-market judgement, team building, cross-functional credibility and forecast integrity.

  For employers

• Hiring guideHiring kit

  How to hire an Enterprise AE

  A decision tool for hiring an Enterprise AE: when the business is genuinely ready, what evidence to insist on, the stages that test committee selling, and the mistakes that waste two quarters.

  For employers

• Interview and scorecardInterview scorecard

  Sales Manager interview scorecard

  A five-dimension Sales Manager scorecard with the questions, live coaching exercise and 1-5 scoring language behind each one, built to be used during the interview.

  For employers

• Pay and OTE explainer

  How sales compensation is structured

  What base, OTE, commission, accelerators and clawbacks actually mean, how the splits differ by role, and what to check before you publish a range.

  For employers

• Career guide

  The Account Executive career path

  How Account Executive careers progress: moving up-market to enterprise, into management, or sideways into partnerships and customer-facing leadership.

  For employers and candidates

• Interview and scorecardInterview scorecard

  Account Executive interview scorecard

  A four-criteria Account Executive scorecard with the questions and live exercise behind each one, designed to be reused across a whole search.

  For employers

• Onboarding plan

  30/60/90 day plan for a new sales hire

  What a new Sales or GTM hire should be doing and what you should be measuring at 30, 60 and 90 days — including the honest early-warning signs.

  For employers

• Interview and scorecardInterview scorecard

  SDR interview questions and scorecard

  A structured SDR interview: questions that cannot be rehearsed, a live research and call exercise, and a written scorecard you can reuse.

  For employers

• Career mapInteractive career map

  Sales career map: SDR to CRO

  A complete map of Sales and GTM roles from SDR to CRO: what each level owns, what it is measured on, and the realistic moves from each seat.

  For employers and candidates

• Hiring guideHiring kit

  How to hire a Head of Sales

  Deciding between a player-coach, a builder and a scaler, what to test in a sales leadership process, and how to avoid the classic over-hire.

  For employers

• Team and org designOrg and hiring sequence

  Structuring your first sales team

  The order to build a first Sales and GTM team in, what each hire should own, and the structural mistakes that show up two quarters later.

  For employers

• Hiring guideHiring kit

  How to hire an Account Executive

  How to brief, assess and hire an Account Executive: matching deal size and cycle, testing discovery properly, and reading quota evidence honestly.

  For employers

• Career guide

  The SDR career path

  Where a Sales Development career leads: the move to Account Executive, the leadership route, and the sideways moves into RevOps, Customer Success and Partnerships.

  For employers and candidates

• Hiring guide

  How to hire an SDR

  When an SDR is the right hire, what the brief needs to contain, how to assess outbound ability properly, and the mistakes that cause early attrition.

  For employers

• Hiring guide

  Building your first sales team

  For technology companies commercialising a validated product: which sales role to hire first, how to define it, and the order to work through it in.

  For employers · Making first sales hires

• How we work

  The Adroit five stage screening process

  What we actually check before a shortlist reaches you, stage by stage, including what would fail a candidate.

  For employers

• How we work

  Sales and GTM roles we recruit

  The seats we work on, what each one owns, and where they usually sit in a team.

  For employers and candidates

• Market evidence

  Sales recruitment in London

  What hiring Sales and GTM people in London actually involves, with local context.

  For employers

• Market evidence

  Sales recruitment in Oxfordshire

  Hiring context for Oxford and the wider Thames Valley, including the deep-tech skew.

  For employers

• Market evidence

  Hiring sales talent internationally

  How we run searches beyond the UK, and what changes when you hire across borders.

  For employers