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Headhunting, targeting specific candidate in recruitment process

A lot of companies rely on job posts to hire salespeople. It’s easy, fast… and usually gets you candidates.Here’s the difference:Job Posts<ul><li>Attract active job seekers </li><li>Rely on who happens to be looking that week </li><li>Generate high volume but low precision </li><li>Often lead to longer hiring cycles and weaker fits </li></ul>Headhunting<ul><li>Targets top performers who are currently hitting quota </li><li>Focuses on stage fit, market expertise, and proven track records </li><li>Brings in candidates who aren’t applying anywhere </li><li>Speeds up hiring by going straight to the right people </li></ul>The best SDRs, AEs, Account Managers, and Sales Leaders aren’t sitting on job boards. We all know they’re already winning somewhere else.If you want talent that actually moves the needle, don’t wait for them to apply - go find them.

Job Posts vs Headhunting

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One of the most common mistakes founders make is hiring a VP of Sales too early. It’s tempting - a senior leader with an impressive track record sounds like the perfect way to kickstart growth. But in reality, this move often backfires.Early-stage companies don’t need someone to build a reporting structure or manage large teams. They need doers - typically a full-cycle AE or strong SDR who can generate pipeline, close deals, and create early momentum.Here’s why hiring a VP too soon can cause problems:They expect existing structure - Most VPs are used to managing teams, not building pipeline from scratch. They move slower - Senior leaders often focus on strategy before action, which delays early sales traction. It’s a poor stage fit - Without a team or systems in place, their impact is limited. A better approach is to hire hands-on sales talent first, prove your motion, and bring in leadership once there’s something to lead. A great VP of Sales accelerates growth, but only when the foundation is ready.

Why Your First Sales Hire Shouldn’t Be a VP

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Ambiguity slows hiring. When companies don’t clearly define what they are looking for, the search becomes messy, timelines stretch, and candidate fit drops.Here’s why clarity matters:Better targeting - A well-defined brief helps recruiters and headhunters find the right talent fast. SDR and AE skill sets are different - it’s crucial to know which one you actually need. Fewer mismatches - Candidates need to know exactly what’s expected. A vague JD creates confusion, wasted interviews, and bad fits. Faster decision-making - When everyone internally understands the role scope, there’s less debate during the process, and hires move faster. Before starting any search, define your sales goals and map them to the right role type. Clear briefs lead to faster, higher-quality hires and smoother onboarding.

Why Clear Role Definitions Speed Up Sales Hiring

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Many early-stage founders try to handle sales hiring themselves. It makes sense at the beginning, they know the product best. But as the team grows, relying on founder-led hiring slows down progress and limits reach.Here’s why:Limited bandwidth - Founders are stretched thin. Sales hiring often gets pushed down the priority list, delaying key hires. Narrow networks - Even the most connected founders can only reach so many candidates. The best SDRs, AEs, and Sales Leaders are usually passive, not applying. Lack of hiring infrastructure - Without structured outreach, vetting, and follow-up, great candidates slip through the cracks. Bringing in specialist sales headhunters gives founders more reach, more speed, and a sharper process. Instead of spending weeks sourcing candidates, they can focus on building the business while experts bring the right people to the table.

Why Founders Shouldn’t Be the Only Ones Hiring Salespeople

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Hiring top SDRs, AEs, Account Managers, and Sales Leaders is only half the battle. The real challenge is hiring sales talent that sticks, ramps fast, and drives consistent revenue.Here’s how to improve retention from the start:Hire for stage fit - A brilliant AE from a well-structured enterprise might struggle in an early-stage startup. Matching candidates to your sales motion and growth stage drastically reduces early churn. Set clear expectations upfront - Vague role definitions lead to misalignment. Be honest about targets, resources, and company realities so candidates can self-select in or out. Look for growth mindset, not just past performance - Top salespeople want to progress. Hire people who see your business as a place to grow, not just a stop on their CV. When you combine clear communication with smart role matching, you don’t just hire talent - you keep it. Retention starts at the hiring stage.

How to Hire Sales Talent That Actually Stays

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Not all Sales Development Representatives (SDRs) are created equal. Top performers consistently stand out - not just through activity metrics, but through how they approach their work.Here’s what sets them apart:They understand the buyer - Top SDRs go beyond scripts. They research accounts, personalize outreach, and know how to engage decision-makers intelligently. They’re resilient - Rejection is constant in outbound sales. The best SDRs don’t just push through - they adapt, learn, and keep their energy up daily. They qualify with intent - Great SDRs don’t book every meeting. They focus on quality over quantity, ensuring AEs spend time with real opportunities. They thrive in the right environment - Even the best SDR can underperform if the stage or structure doesn’t fit their skills. Matching stage fit is just as important as hiring talent. If you want to scale pipeline fast, focus on finding SDRs with these traits - and headhunt them before someone else does.