Who these people are
- Revenue-facing roles across sales, customer success, account management and partnerships.
- Demand generation and growth marketers who are measured on pipeline.
- Revenue and sales operations people who own the data and the tooling.
Roles we recruit
GTM recruitment
Go-to-market is bigger than sales. It is the whole system that finds, wins and keeps customers: demand generation, outbound, closing, onboarding, retention, expansion, partnerships and the operations layer underneath. Adroit recruits across that system.
When to hire
- You are moving from a single sales motion to a coordinated GTM function.
- Pipeline exists but conversion, retention or forecasting is unreliable.
- You are launching a new segment, product line or region.
What strong candidates look like
- Understand how their role affects the next stage of the funnel.
- Can read a pipeline report and explain what it means commercially.
- Have worked in a business at a similar stage of maturity.
Modern GTM capability
- Shared CRM and data hygiene across the whole funnel.
- Attribution, reporting and pipeline metrics.
- Automation and AI assistance in research, enrichment and follow-up.
- Lifecycle and product usage data.
Human selling ability
- Cross-functional communication between sales, marketing and product.
- Commercial judgement about where the constraint really is.
- Comfort with ambiguity in fast-changing organisations.
How we recruit this role
- We map the whole revenue motion before we recruit for one part of it.
- We sequence hires so each new person has something to work with on day one.
- We assess for the interfaces between roles, not just the job description.
Assessment
How we screen for gtm recruitment
The same five stages apply to every role we recruit. What changes is the weighting: the evidence that matters, and how much of the decision rests on mindset and fit.
Stage 1: Experience and evidence
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.
Includes
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
Stage 2: How they sell
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.
Includes
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
Stage 3: Modern GTM capability
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.
Includes
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
Stage 4: Mindset and motivation
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.
Includes
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
Stage 5: Human and cultural fit
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.
Includes
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
Common questions
Frequently asked
- What does GTM actually include?
- For Adroit it means sales, sales leadership, revenue operations, customer success, account management, partnerships and the growth and marketing roles measured on pipeline and revenue.
- Do you recruit outside the UK?
- Adroit is based in Oxfordshire and works UK wide. We support international hiring where a client has a genuine requirement and we can run a credible search.
Related roles
Other roles we recruit
Most hires sit alongside another role. These are the ones we are asked about most often in the same conversation.
Which service fits this hire
One hire like this is usually permanent recruitment. Several connected hires — a pod, a new region, a rebuild — is a team build.
Hiring for gtm?
Tell us where this role sits in your team and what it has to deliver. We will tell you who is realistically available for it.