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EXECUTIVE SEARCH

REVENUE GROWTH
LEADERS

OUR WORK

Executive revenue leaders we have placed.

GME

Group Sales Manager

Australian manufacturer of UHF CB radios, emergency beacons, and RF communications equipment with global dealer network.

GLOBAL

gme.net.au

ELMO Software

Head of Strategy & Revenue Ops

Cloud-based HR software platform covering payroll, recruitment, onboarding, and learning management across ANZ and UK.

GLOBAL

elmosoftware.com.au

Elastomers Australia

Head of Business Solutions

Manufacturer of screen media products and screening systems for the mining and mineral processing industries.

AU

elastomersaustralia.com.au

Infratil

National Sales Director

Diagnostic medical imaging and radiology provider operating 40+ clinics across five Australian states and territories.

GLOBAL

infratil.com, qscan.com.au

Osmose

Director Business Development

Specialist infrastructure services providing structural reinforcement and inspection of utility poles for energy and telco sectors.

GLOBAL

osmose.com.au

Unistor

Strategic Sales Director

Manufacturer and installer of mezzanine floor systems and warehouse automation solutions across AU, NZ and the US.

AU

unistor.com.au

SALES LEADERS

What type of sales leader do you actually need?

Sales leadership is a stage-dependent role. The right profile balances the team you’re leading today against the team you’re building toward in the next 12 to 24 months. Sales team size is the starting point, not the whole story. The right leader may sit one stage above or below. Important to sense-check against your growth plans.

Different sales team sizes demand different sales leader profiles.

REVENUE OPERATIONS LEADERS

Your next RevOps leader by stage.

Stage 01

Build

Nothing is in place. You need someone hands-on to build the function from scratch.

You'll recognise this
No CRM discipline. Data lives in spreadsheets, inboxes and people's heads
No defined ICP, personas, or messaging framework
No enrichment, no signal-based prospecting, no outbound infrastructure
Forecasts change every Friday. Reps don't trust the numbers
The founder or CEO is still the default RevOps function
You need
The Builder
Hands-on operator who builds the function from zero
GTM engineering skills: Clay, enrichment, signals, automations, LLM workflows
Strategic enough to define ICP, personas and the commercial motion
Commercial enough to partner with founders on pricing and positioning
Pragmatic. Ships working systems fast. Documents as they build
Common titles
GTM Engineer, RevOps Lead, Head of RevOps, Revenue Operations Manager
Stage 02

Develop

The basics exist. Now the function needs to be structured the right way.

You'll recognise this
Clay is deployed. ICP, personas and messaging are mostly defined
Data exists but quality is inconsistent. Reports disagree with each other
Forecasting is directional, not trusted. Board-deck prep still involves stitching
Lead-to-cash isn't clean. Handoffs between sales, marketing and CS break
Tooling has grown organically. Some overlap, some gaps, no system view
You need
The Structurer
Systems operator who turns scrappy infrastructure into a real function
Rebuilds data and reporting so forecasts can be trusted
Defines process, SLAs, and the operating cadence between sales, marketing and CS
Hires the first ops analysts and sets the bar for who joins next
Rationalises the tech stack. Picks the tools that actually matter
Common titles
Head of RevOps, Director of Revenue Operations, Senior Manager RevOps
Stage 03

Mature

The systems work. Now manage and grow them for predictability at scale.

You'll recognise this
Trusted forecasting. Pipeline analytics surface deal risk in real time
Documented lead-to-cash. Territory and quota design is systematised
AI-augmented workflows are production, not experiment
Centralised data. Self-service dashboards. Single source of truth
Large commercial team. Multi-geo complexity. Shadow processes emerging
You need
The Orchestrator
Executive operator running a team of ops specialists
Orchestrates across sales, marketing and CS ops as one function
Owns revenue operations strategy and the tech stack roadmap
Drives predictability initiatives. Influences pricing, packaging and GTM strategy
Strategic partner to the CRO, CFO and board on all revenue matters
Common titles
VP Revenue Operations, SVP RevOps, Chief of Staff to CRO, Head of GTM Operations
MARKETING LEADERS

Your next marketing leader by stage.

Stage 01

Establish

Nothing in place. You need a hands-on generalist who builds the marketing function from scratch.

You'll recognise this
No clear positioning. The pitch sounds different every time it's told
No website that converts. No content engine. No brand system
Pipeline depends entirely on the founder's network and sales outbound
No measurement. Nobody knows what's working or what a lead costs
The founder or CEO is still the default marketing function
You need
The Founder's Marketer
Hands-on generalist across positioning, brand, web, content and demand gen
Deploys AI agents and tools to do the work of a team of five
Nails the ICP, messaging and story. Writes the first real website
Builds the first pipeline engine: content, SEO, paid, events, lifecycle
Pragmatic. Ships fast. Comfortable making decisions with limited data
Common titles
Head of Marketing, Founding Marketer, Marketing Lead, Director of Marketing
Stage 02

Grow

The basics work. Now build the team, the channels and the pipeline engine that scales.

You'll recognise this
Positioning and website are solid. Brand has a consistent voice
A few channels work. Most are underinvested or untested
Pipeline contribution is inconsistent. Sales disputes lead quality weekly
Content is sporadic. No editorial calendar. No lifecycle programs
Attribution is partial. You can't confidently say what's driving revenue
You need
The Pipeline Builder
Owns a committed pipeline number alongside sales
Hires the first specialists: demand gen, content, product marketing, ops
Scales output with AI agents across content, personalisation and campaigns
Builds the full-funnel engine: SEO, paid, ABM, events, lifecycle, partner
Stands up the martech stack and proper attribution reporting
Common titles
Head of Marketing, VP Marketing, Director of Growth, Head of Demand Generation
Stage 03

Optimise

The engine works. Now drive compounding returns, category leadership and global scale.

You'll recognise this
Pipeline is predictable. Marketing owns a majority share of contribution
Brand has recognition in category. Inbound volume is meaningful
Multiple channels working at scale across segments and geographies
Full-funnel attribution. CAC, payback and LTV are trusted board-level numbers
Large team. Multi-geo complexity. Risk of silos between specialisms
You need
The Category Leader
Executive running a multi-disciplinary team across regions and specialisms
Orchestrates brand, demand, product marketing, lifecycle and comms as one function
Scales output further through AI agents, automation and shared services
Owns category narrative, pricing and packaging alongside product
Strategic partner to the CEO, CRO and board on growth and positioning
Common titles
Chief Marketing Officer, VP Marketing, Chief Growth Officer, SVP Marketing
01

BUILD

Nothing in place

02

GROW

Foundation exists

03

SCALE

Mature function

CONTACT

Employers

If you’re looking to fill key executive revenue roles schedule a call with one of our partners.