CROs, VPs of Sales and Heads of Revenue who know what good looks like at your stage — and can build the motion, the team and the forecast to get you to the next one.
A GTM leader sets the strategy, builds the team, owns the number and installs the operating rhythm that turns activity into predictable revenue. At the right moment it's transformational. At the wrong one — or with the wrong person — it's the most expensive mistake an early-stage company can make.
The hardest part is stage fit. A leader who scaled a function from £20m to £80m often can't build one from £2m; they've forgotten how, and they need a machine you don't have yet. The best early-stage leaders are hands-on builders who can carry a bag and coach a team at the same time. Finding them — and telling them apart from polished operators who only manage up — is a specialist search.
Twenty years and 2,000+ placements have taught us the traits that separate a hire who performs from one who churns. Here's what we test for.
They've built from a base like yours — not just managed an already-scaled org.
They can still sell and coach hands-on, not only manage up.
They install forecasting, pipeline discipline and a hiring bar that outlasts them.
Strong people follow them — a leader who can't attract talent can't scale a team.
They forecast straight and tell you what's not working early.
A leader from a much larger org who needs a machine you don't have yet. Stage fit is everything.
Hiring a VP to 'figure out sales' before there's a repeatable motion — an expensive way to discover it.
Polished in the room, absent on the front line. We screen hard for hands-on builders.
Illustrative UK ranges for SaaS companies from Seed to Series C. Actual packages vary by stage, location, vertical and deal size — we benchmark your specific role against live market data.
These are general guide ranges, not a quote — we give you a precise, benchmarked figure for your specific role. Packages can run well above these in high-value verticals such as fintech and legaltech, where deals are large and multi-year. We charge our fee on base salary and guaranteed earnings — never on inflated OTE or commission.
It depends on stage and scope. A VP Sales typically owns the sales function; a CRO owns the whole revenue engine — sales, CS, often marketing. Most Seed to Series B companies need the former first. We'll give you a straight read.
Before you have a repeatable motion. Hiring a senior leader to discover sales from scratch usually ends in an expensive reset — a founding AE often comes first.
As confidential, retained engagements — discreet approaches to people who aren't looking, with company identity disclosed only at the right stage.
We're a retained partner who backs the hire with a replacement guarantee up to 12 months at senior tiers, and we charge on base and guaranteed earnings, never inflated OTE.
Typically £120k–£160k base with £220k–£300k OTE plus equity; a CRO carrying the whole revenue engine commands more. Senior leadership searches usually run as confidential retained engagements.
The title varies by company and scope. What matters is stage-relevant scaling experience and whether they're a hands-on player-coach — not the label on the job.
When you need senior experience a day or two a week to build the motion before committing to a full-time leader. We can introduce a fractional VP Sales or CRO for exactly that.
Tell us what you need and we'll come back with a feasibility read and a shortlist plan — usually same day.
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