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Modern sales technology. Proper human selling ability.

Salespeople who know the tools. And know people.

Adroit finds Sales and GTM people who understand modern technology and still know how to build a relationship and close — for technology, SaaS, AI, deep tech and complex B2B businesses.

Tell us who you're hiringSee how we assess

What we recruit

  • SDR, BDR and Business Development Managers
  • Account Executives and Enterprise AEs
  • Sales Managers, Heads of Sales, Directors, VPs and CROs
  • Revenue Operations and Sales Operations
  • Customer Success, Account Management and Partnerships
All disciplines

Looking for a role rather than hiring? Browse live vacancies.

  • One specialism

    Sales and GTM hiring only — from SDR to CRO.

  • Every candidate, five stages

    The same written screening process before you meet anybody.

  • UK and international

    Oxfordshire base, searches run across the UK, Europe and the US.

Sales technology has never been better

The stack can do almost everything now.

  • AI can research a prospect before you have finished reading the name
  • Automation can build and run the sequence
  • Conversation intelligence can analyse the call you just had
  • Data can tell you who is worth targeting this quarter
  • CRM can organise the pipeline and flag the risk
  • Intelligence platforms can brief you on a business you have never met

But somebody still has to sell

None of it decides whether a person buys.

  • Somebody still has to understand the customer
  • Somebody has to ask the question nobody else asked
  • Somebody has to notice what has not been said
  • Somebody has to earn trust, slowly, in person
  • Somebody has to navigate the difficult conversation
  • Somebody has to build the relationship that outlasts the deal
  • Somebody has to close

That is what we look for.

Technology makes an excellent salesperson more effective. It does not make a weak salesperson excellent. We assess both sides, separately, and tell you how they combine.

How we assess

The Adroit five-stage screening process

The same five stages for every candidate, written up in plain language before you meet anybody.

  1. 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

  2. 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

  3. 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

  4. 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

  5. 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

See the full screening process in detail

Why Adroit

A sales recruitment company that understands selling

Most hiring processes test either the tooling or the charisma, then hope the rest works out.

We do not match CVs to job descriptions

Anyone can filter a database on keywords. We work out how someone sells, what drives them, how they respond to pressure and where they will actually thrive.

We score the tooling and the selling separately

Fluency with the modern GTM stack is not the same thing as selling ability. We form a view on each, and tell you which one a candidate is stronger at.

Fewer searches, run properly

Real briefings, targeted search, written submissions with the risks included, and honest advice when a brief will not work as written.

Where we do our best work

Our specialism is Sales and GTM, not one industry. In practice most of our work sits in businesses with a considered, high-value sale.

  • Technology and SaaS
  • Artificial intelligence
  • Deep technology
  • Complex B2B sales
  • High-value commercial sales
  • Venture-backed scaleups
  • Fast-growing private businesses
  • Established firms modernising their GTM function

Understanding you

You cannot assess fit properly until you understand both sides.

Assessing candidates is only half the job. Before we decide what good looks like, we need to understand the business they would be joining, in enough detail to argue with you about it.

The business and the plan

  • What the company does, and how it explains that to a buyer
  • Ambitions, growth plan and the number this hire is attached to
  • Funding stage, runway and how much time a new hire realistically gets
  • The product, its maturity and how much of the sale it carries

The sale itself

  • Who buys, who blocks and who signs
  • Deal size, cycle length and the shape of a typical process
  • Where pipeline comes from today, and where it is supposed to come from
  • What competitors say about you when you are not in the room

The people and the culture

  • Leadership, management style and how performance conversations happen
  • The personality of the existing team and who currently sets the tone
  • What has worked previously in this seat, and what has failed
  • The type of person likely to thrive here, and the type who will not

What success actually means

  • What must be true at month three, month six and month twelve
  • Onboarding, enablement and how much support really exists
  • The compensation story, and whether it stands up against the market
  • Which two things you will not compromise on, decided before interviews start

Services

Three ways we help you hire

We understand the hiring problem first, then agree the right way to solve it.

Permanent recruitment

Specialist permanent hiring across Sales and GTM, from first SDR to Enterprise Account Executive.

Hire GTM talent

Team builds

Several connected hires planned and sequenced together, rather than filling roles in isolation.

Build my sales team

Executive search

Leadership and senior commercial hiring: Heads of Sales, Directors, VPs of Sales and CROs.

Start an executive search

Contingency, retained, exclusive, team build or volume — the commercial model should match the difficulty of the hire, not the other way round. How we structure an engagement.

Where do you start?

Find the version of this that matches your problem

Most hiring conversations begin in one of these places. Pick the closest and we will pick it up from there.

  • A founder who needs their first five sales hires

    Sequencing advice as much as candidates, and a hard look at whether the motion is ready to delegate.

    Build my sales team

  • A CRO building an SDR and AE team

    Consistent assessment across two very different profiles, and hires that land in a workable order.

    Talk through a team build

  • A CEO hiring a Sales Director

    A mapped market, a defined mandate and a leader who builds a system rather than personally carrying the number.

    Discuss an executive search

  • A scaleup hiring internationally

    Credible search in markets you do not know yet, plus straight talk about local salary and expectation.

    Hire internationally

  • An AI business hiring Account Executives

    Sellers who can hold a technical conversation and still run a commercial process with a non-technical buyer.

    Find my next sales hire

  • A deep technology company that needs commercial credibility

    People who can carry a complex proposition to a sceptical buyer without overclaiming.

    Tell us who you're hiring

  • A business whose last hires looked good on paper and failed culturally

    Stages four and five of our screening, done properly, and honest reporting on where we are unsure.

    See how we assess

Disciplines

Roles we recruit

Five disciplines, one specialism. Each has its own hiring market, so each has its own page.

  • Sales

    The people who build pipeline and close revenue: SDRs, BDRs, BDMs, Account Executives and Enterprise AEs.

  • Sales leadership

    Leaders who turn selling into a system: Sales Managers, Heads of Sales, Sales Directors, VPs and CROs.

  • Revenue Operations

    The engine room: forecasting, CRM, data, automation and the tooling that keeps a revenue team honest.

  • Customer Success

    Retention, adoption and expansion: the commercial side of keeping customers and growing them.

  • Account management

    Owning existing revenue: renewals, cross-sell, upsell and long-term client relationships.

  • Partnerships

    Indirect revenue: channel, alliances, resellers, marketplaces and partner-led pipeline.

  • Marketing and growth

    Demand generation, product marketing, lifecycle and growth roles that sit close to revenue.

  • Commercial operations

    Selected business operations and commercial support roles that keep a revenue function running.

Every role we recruit

Reputation

Built on the Humand Talent track record

The Sales and GTM recruitment company from the team behind Humand Talent.

One published Google review for the wider team specifically names Joseph at Humand Talent and Jess at Adroit Staffing, describing a positive experience across both businesses.

Genuine review published through Humand Talent. Verbatim text to be added here once supplied.

Visit Humand Talent

Insights

What we think about sales hiring

All insights

For candidates

If you sell for a living, we would like to know you

Live roles, honest feedback either way, and no CV sent anywhere without your say-so.

Browse live rolesWorking with Adroit

Hiring someone who has to sell?

Tell us what you are trying to build. We will tell you honestly whether we are the right people for it.

Tell us who you're hiringSee how we assess