GTM and sales recruiting firm for high-growth tech companies

We work with venture-backed, high-growth tech and SaaS companies, from seed and Series A to growth stage, late stage, and enterprise. We partner with you throughout your growth journey: funding rounds, scale, IPOs, and acquisitions.

Companies usually call us when they close a funding round and have a hiring surge, struggle to hire for certain roles, lack internal recruiting bandwidth, or have had trouble with contingent recruiting agencies.

Revenue and technical roles make up most of our customers' hiring needs. We fill on-site and remote roles, and our team runs searches across the United States, Latin America, EMEA, and APAC.

Our senior recruiters specialize by function, and our go-to-market team recruits nothing but revenue roles, from entry level through leadership.

• Revenue leadership. Sales managers, sales directors, and heads of sales development. Chief revenue officers, vice presidents of sales, vice presidents of revenue, and chief marketing officers run through our Executive Search practice.
• Account management. Account managers, enterprise account managers, renewals specialists, renewals managers, channel account managers, and business development managers.
• Sales development representatives (SDRs) and business development representatives (BDRs), inbound and outbound, plus inside sales.
• Account executives (AEs) across small business, mid-market, commercial, enterprise, strategic, and public sector.
• Sales engineers, solutions engineers, solutions consultants, and solutions architects.
• Customer success managers (CSMs), technical account managers, implementation, and professional services.
• Revenue operations, sales operations, marketing operations, and enablement.
• Product marketing, demand generation, growth, content, field, and lifecycle marketing.

A sales hire either carries a number or builds the team that does, so the margin for error is narrower than almost anywhere else in the organization.

So we start with your environment rather than a job description. Your sales motion, your product, and who your customers are. Your total contract value and the segments you sell into, from small business through mid-market to large enterprise. Your sales cycle, and whether the sale is consultative or closer to transactional. Who you sell into, meaning the economic buyer, the other decision makers, and the people who will actually use the product. Whether deals run a multi-threaded motion, who owns the budget, and whether your team runs a formal methodology such as MEDDIC.

Then the parameters of the role itself. Do your account executives prospect for themselves? What share of qualified leads arrives from the sales development team, and how much marketing support sits behind them? How much of their own pipeline do they have to build? This is where searches go wrong before they start. A salesperson who has hit quota for three years on inbound leads is a different hire from one who built their own pipeline, and the two are not interchangeable.

Stage fit is where most sales searches fail. A startup needs candidates with a proven startup track record; a growth-stage company needs people who have succeeded inside growth-stage chaos. Someone who has only sold for a large, fully resourced organization is a high-risk hire for many high-growth tech companies. You don’t want to be somebody’s training wheels for high-growth tech; it’s not for everyone, and nobody should be finding out whether they like high-growth tech work environments on your payroll.

The related trap is hiring the logo. A salesperson from an enterprise or category-leading brand has likely never sold a product without brand recognition doing some of the work, and may have most of their pipeline coming from inbound sources. That is not a knock on the candidate. It is a mismatch.

Sometimes it is the company entering new territory rather than the candidate. Expansion is not only geographic. When an established company stands up a new motion, for example moving from mid-market sales into enterprise sales built from the ground up, the same dynamics apply: you are unproven in the new segment, product-market fit is not yet demonstrated for the new customer profile, and candidates need the same transparency, planning, and candidate-facing resources before they commit. The same playbook applies to geographic, vertical, and segment expansion.

Most firms get it wrong. They message the first 100 profiles the search tool surfaces, hold 20 screening calls, and send 10 resumes to the hiring manager. What the hiring manager gets is not the 10 best salespeople on the market. It is the first 10 who answered.

Our commitment is the opposite. We find you the best candidates on the market, not the best out of a few found from outbound messages and applicants.

Getting there takes work before anyone interviews.

• Strategic outbound, not a first-page skim. We run multi-step, multi-channel outreach sequences across LinkedIn and email, and we use data and sourcing technology that covers the full candidate pool.
• A working assignment, because everyone interviews well. For account executives, senior individual-contributor roles, and account management, we recommend a mock discovery on a product the candidate knows well, or a mock quarterly business review for an account manager. We watch how they run discovery, uncover who owns the budget, present value, handle objections, position against competitors, and set next steps. It shows how someone performs the job rather than how well they talk about it.
• Attention to detail at evaluation. We are meticulous where it counts, to protect your team’s calendar and to protect you from a bad hire.

We tell candidates in the first round that we will speak with their previous direct managers before extending an offer, and we ask whether the numbers they share with us can be verified.

If a previous direct manager has since left that company, we ask for that manager plus a leader who is still there. The checks themselves run at the offer stage, but the disclosure is deliberate and early, because how a candidate reacts to being told often leads to a more transparent dialogue about performance. We often uncover performance issues that typically come up near the final round or after a candidate starts.

Background gets a candidate to the interview. Behavior decides whether the hire works.

We look for drivers, not passengers. People who are proactive, own outcomes personally, communicate clearly, move fast, switch context easily, and stay flexible about role requirements because they understand that the role is not the job description; it is the outcome the business needs. We look for people who work well where structure and resources are thin, who adapt quickly to new technology, and who are analytical about data while still being creative.

1. A calibration meeting within 48 hours. The recruiter presents the top 10 profiles per role in a calibration session before any outreach begins, to ensure alignment and that only the right candidates are introduced to the hiring team.
2. Structured hiring on both sides of the table. Every candidate reaches you with a completed scorecard: the structured interview questions, the candidate’s answers, the recruiter’s analysis, and ratings against the criteria you set. We build scorecards for your interview panel too, and deliberately prevent overlap so every interview has a different focus.
3. Offer stage worked from the first conversation. We track what other companies a candidate is interviewing with, how they rank them, where they are in each interview process, and what offers are live. Getting the best people to accept your offer starts with the first conversation, not the last, which is how we achieve 90%+ offer acceptance.

We fill single roles and we build whole revenue teams. At early stage that has meant standing up a go-to-market team from nothing. At public companies it has meant running a business unit’s hiring at volume. Sometimes we augment an internal recruiting team that is short on bandwidth, and sometimes customers outsource their entire talent acquisition function to us.

The commercial model is a second question, and the order matters. Decide what you need from a recruiting partner first. Pick the model second. Choosing on price first and fitting a model to it afterward is how companies end up with the wrong solution.

Only a couple of sales hires fit Contingent Search, where you commit nothing upfront. One search that matters more than the rest fits Retained Search, where you commit upfront and get a recruiter’s dedicated focus in return.

A backlog of open go-to-market roles, or hiring that stays consistent month after month, fits Embedded Recruiting and RPO. Once there is enough work to keep one recruiter busy full-time, an embedded model usually delivers more: that recruiter is exclusively focused on your business, so they know your product, your buyers, and your pitch at a depth a shared recruiter cannot reach. Cost per hire improves as volume rises.

Our engagement models adapt to fit your needs. We build custom talent solutions for early-stage companies and enterprises.