Talent Acquisition

B2B
Teams

Talent Acquisition

B2B
Teams

Talent Acquisition

B2B
Teams

Revenue Leadership Search

What Kind of Revenue Leader
Do You Actually Need?

The leadership profile changes completely at each stage. Most companies hire for where they want to be, not where they are. Find your stage.

Select your team size above to see the leadership profile you need.

BUILD Head of Sales, Sales Director, VP Sales (early-stage)

Build the Function

You don't have a sales team yet. You need someone to create one.

You've been founder-led selling, or you've got one or two reps operating without any real structure. No playbook, no defined process, no pipeline reporting, and no scalable system. You need a leader who will BE the sales function before they build it.

This leader must
→Design the go-to-market model from scratch — segments, verticals, channels, pricing
→Build the sales playbook — qualifying criteria, objection handling, competitive positioning
→Define the ICP and create the messaging to reach them
→Set up the CRM from zero — pipeline stages, forecasting, reporting
→Make the first hires — write specs, assess candidates, build the team
→Design comp structures that attract the right reps and drive the right behaviours
→Personally close deals while building the infrastructure underneath
→Establish relationships with marketing and product from day one
→Set the sales culture and standards that define the team for years
→Show traction in 90 days, not 12 months
The profile

Entrepreneurial. Built a function before, not just inherited one. Sells and builds at the same time. Comes from a scale-up, not a corporate. Doesn't need a support structure — they create it.

⚠ The danger

Hiring a polished corporate leader who needs an existing team, playbooks, and support structure to operate. They'll spend six months strategising while your pipeline dries up.

Book a Confidential Briefing or call 1300 160 007
2–5 REPS Sales Manager, Sales Team Lead, Head of Sales (SME)

Lead a Small Team

You've got a handful of salespeople. You need a leader who still sells.

The team is small enough that the leader can't be a full-time manager — there isn't enough management work. This person carries a personal number while developing the team around them. Best closer in the room AND the person lifting everyone else.

This leader must
→Carry a personal revenue target — typically 30–50% of a full IC number
→Run deal reviews and provide hands-on coaching in live opportunities
→Join sales calls, present to prospects, and close complex deals alongside reps
→Know when to step in on a deal and when to let a rep learn through experience
→Implement a simple, disciplined sales process the team actually follows
→Run weekly pipeline reviews with enough rigour to forecast accurately
→Identify underperformers early and have the difficult conversations
→Hire the next 2–3 reps — knowing what good looks like for your business
→Own the CRM and reporting — at this stage the leader IS the ops
→Build accountability cadence — standups, one-on-ones, monthly reviews
→Manage up to the CEO with clear, honest pipeline reporting
→Maintain their own selling skills — stop selling, lose credibility
The profile

Player-coach. High energy. Leads from the front. The team sees them closing and wants to match them. Has managed small teams and genuinely enjoys developing people. Low ego — does the grunt work.

⚠ The danger

Promoting your best rep without assessing if they can coach and manage. Top sellers often make terrible managers — they solve problems by doing it themselves instead of developing the team.

Book a Confidential Briefing or call 1300 160 007
6–15 REPS Sales Manager, National Sales Manager, Head of Sales, Sales Director

Scale the Team

The leader can't sell anymore. They need to build the machine.

The hardest transition in sales leadership. The team is too large to be across every deal. They must trust the process, trust the team, and shift from best seller to best coach. Many leaders fail here because they can't let go.

This leader must
→Stop carrying a personal number — entire focus is team performance and conversion
→Introduce formal sales methodology and ensure consistent execution
→Build structured coaching — call reviews, deal clinics, skills development per rep
→Design territory or segment structures that prevent overlap and match strengths
→Implement proper forecasting — weighted pipeline, commit vs upside, weekly cadence
→Own the tech stack — CRM discipline is non-negotiable, drive tool adoption
→Build a hiring engine — always someone ramping, peaking, and underperforming
→Create onboarding that gets reps productive in 60–90 days, not 6 months
→Manage out underperformers decisively — one bad rep drags the whole culture
→Build the case for specialist roles — SDR function, sales ops, enablement
→Develop emerging leaders who can step into management as the team grows
→Manage cross-functionally with marketing, product, and customer success
→Design comp balancing base, commission, and accelerators for different roles
→Run QBRs with enough rigour that the CEO trusts the forecast
The profile

Systems thinker. Process-driven but not bureaucratic. Recruits, develops, and exits without drama. Reads a pipeline report and immediately sees what's healthy and what's dying. Manages through process and people, not by being in every deal.

⚠ The danger

Keeping the player-coach too long. They'll stay across every deal, become a bottleneck, and burn out. The team stops developing because the leader keeps stepping in.

Book a Confidential Briefing or call 1300 160 007
16–30 REPS Sales Director, VP Sales, Head of Sales, GM Sales

Manage the Managers

You're no longer managing salespeople. You're managing the people who manage them.

Middle management appears and the leader's job changes fundamentally. They can't know every deal or coach every rep. They hire, develop, and trust frontline managers — and hold them accountable. The role is strategic and organisational, not operational.

This leader must
→Recruit, develop, and manage frontline sales managers — this is now the primary job
→Design the management layer — regional, segment, or functional splits
→Ensure consistency across teams without micromanaging
→Build forecasting that rolls up from reps through managers to one view
→Own strategic planning — annual targets, headcount, territory design
→Establish sales operations as a dedicated function
→Introduce sales enablement — onboarding, training, content, competitive intel
→Manage complex comp structures across multiple roles and geographies
→Navigate internal politics — sales intersects finance, HR, marketing, product
→Build performance management at the manager level, not just rep level
→Develop succession plans — who steps up if a manager leaves?
→Manage budget — headcount, tools, events, training — and build the business case
→Present to the board with clarity on pipeline, forecast, and priorities
The profile

Executive operator. Thinks in structures, not deals. Excellent judge of management talent. Politically astute without being political. Comfortable with imperfect information — knows what to ask and who to trust.

⚠ The danger

Hiring someone who can't let go of operational details. A leader reviewing individual deals with 25 reps becomes a bottleneck and undermines their managers. Equally dangerous: a pure strategist who can't hold people accountable.

Book a Confidential Briefing or call 1300 160 007
30+ REPS CRO, VP Sales, CSO, Chief Commercial Officer

Run the Revenue Function

This isn't a sales job anymore. It's a revenue architecture role.

The leader owns the entire revenue engine — sales, marketing, customer success, and revenue operations. They're designing the system, setting strategy, aligning functions, and ensuring the organisation scales beyond their personal involvement. They sit at the executive table.

This leader must
→Align sales, marketing, customer success, and RevOps into unified strategy
→Design org structure across multiple layers — VPs, directors, managers, leads, ICs
→Own total revenue — new business, expansion, and retention
→Build revenue operations — forecasting, pipeline analytics, territory modelling
→Drive strategic account planning for enterprise and key accounts
→Own the board and investor relationship on all revenue matters
→Set go-to-market strategy — direct vs channel vs partnerships
→Build and manage multi-million dollar budget across headcount and tech
→Drive cross-functional initiatives — product-led growth, partner ecosystems
→Navigate M&A from a revenue perspective — due diligence, integration
→Build a leadership bench — VP and director talent who run divisions independently
→Create scalable processes that work at 30 or 300
→Establish operating cadence — weekly leadership, monthly reviews, quarterly planning
→Represent the company externally — events, key customers, partnerships
The profile

True executive. Strategic, commercial, organisational. Has operated at this scale in revenue and complexity. Comfortable in the boardroom. Builds leaders, not just teams. Sees around corners. Low ego despite high authority.

⚠ The danger

Hiring a brilliant sales leader who's only managed one function. This role demands cross-functional authority that pure sales backgrounds don't always develop. Also: someone impressive from a large corporate who's never built without existing infrastructure.

Book a Confidential Briefing or call 1300 160 007
A targeted search methodology designed to cut-through
to the top 5% of best-fit Talent.
Learn more about the 5% Method™
Project types

Targeted search campaigns to secure high impact talent
for revenue roles across sales, marketing, customer success and revenue operations.

Single Position Projects

We secure high impact talent for companies that need to get it right. Typically we are engaged to find specific professionals who will affect revenue growth.

In working with hundreds of B2B companies we understand how requirements differ depending on industry sector, customer type, sales cycle, deal value and environment.

Multi Position / Team Build Projects

Each organisation’s approach to structuring their revenue team varies depending on product/service, industry, revenue model, buyer behaviour etc.

We have worked with start ups in building Sales, Marketing, Customer Service and RevOps teams from scratch through to more established organisations who require team builds in new locations, to align with new products or add to an existing structure.

Contact us
ROLES WE SECURE
We secure
B2B talent across the
customer lifecycle
Sales
  • CSO - Chief Sales Officer
  • Sales Director
  • National Sales Manager
  • State Sales Manager
  • Field Sales Manager
  • Mid Market Sales Manager
  • Enterprise Sales Manager
  • Government Sales Manager
  • Channel Sales Manager
  • New Business Sales Manager
  • Account Executive
  • Sales Executive
  • Account Manager
  • Business Development Manager
  • Sales Consultant
  • Major Account Manager
  • National Account Manager
  • Sales Engineer
  • Sales Representative
  • Territory / Area Manager
Sales
  • CSO - Chief Sales Officer
  • Sales Director
  • National Sales Manager
  • State Sales Manager
  • Field Sales Manager
  • Mid Market Sales Manager
  • Enterprise Sales Manager
  • Government Sales Manager
  • Channel Sales Manager
  • New Business Sales Manager
  • Account Executive
  • Sales Executive
  • Account Manager
  • Business Development Manager
  • Sales Consultant
  • Major Account Manager
  • National Account Manager
  • Sales Engineer
  • Sales Representative
  • Territory / Area Manager
Marketing
  • CMO - Chief Marketing Officer
  • Head of Marketing
  • Director of Product Marketing
  • Director of Demand Generation
  • Marketing Operations Manager
  • Content marketing specialist
  • Social Media Manager
  • Product Marketing Manager
  • Marketing Automation Specialist
  • Marketing Consultant
Customer Success
  • CCO - Chief Customer Officer
  • Manager of Customer Success
  • Head of Customer Success
  • Customer Success Lead
  • Client Success Manager
  • Customer Success Executive
  • Customer Success Consultant
  • Key Customer Success Manager
RevOps
  • Head of RevOps
  • Sales Enablement Manager
  • Sales Enablement Manager
  • Sales Data Analyst
  • Marketing Data Analyst
  • Customer Success Analyst
  • Systems Manager
Testimonials
Thomas Rugg
Senior Vice President - Global Sales and Marketing
Briggs & Stratton
ReillyScott’s combination of specialised consulting and targeted head hunt campaigns exceeded our expectations.
The specialised campaigns resulted in Briggs & Stratton securing higher calibre sales talent than we have been able to historically using more traditional recruitment companies.”
Elliot Minervini
National Field Sales Manager - Safety & Industrial
Mayo Hardware
What attracted us to ReillyScott was the unorthodox, headhunt approach that secured high quality candidates.
Mayo Hardware is a third generation business and market leader of outdoor lifestyle, safety, security and hardware products. We previously used another recruiter that was generic with a traditional approach churning out a shortlist and doing the pre-screening, but not getting the best results. Good staff are staying put and employers are doing what they can to hold on to staff, so attracting new people isn’t easy. Yet, ReillyScott did a great job of defining and promoting us; combined with asking the right questions and benchmarks to deliver talent of very high standard. As a result, we’re very happy with our BD Managers.”
Karl Graf
Director and Mobile App Strategist
DreamWalk Apps
The candidates shortlisted were of a very high calibre.
It was difficult to decide who to offer the role to as there were a number of strong candidates that would have been a good fit. We work with a variety of recruiters and I often feel that the fees are too high for the value that we receive. My experience with ReillyScott was completely different. They delivered an enormous amount of value – from sourcing a huge list of candidates, screening and interviewing them on our behalf, and managing the interview, offer and acceptance process. They even prepared questions for us to ask at the interviews. Everything was made so easy.”
Heath Caban
Managing Director
coIB
ReillyScott secured the right candidate for our business in a very niche market.
As infrastructure and cloud consulting specialists dealing with the tier 1 banking space, we required a very particular skillset to help launch a new arm to our business. ReillyScott got the brief and didn’t waste our time. They quickly engaged a number of qualified professionals and presented a wide range of suitable options. I have no hesitation recommending their services.”
Tylyn Binckes
General Manager
Pacvac
The short list was of very high calibre – all could have been placed.
We have worked with various other recruiters in the past and found that ReillyScott was different – the process was thorough and resulted in a talented candidate who slotted into our culture with ease. ReillyScott really determined what we needed from the new candidate. The groundwork at the start ensured all parties were on the same terms and guaranteed the short list of candidates were all aligned to our company. This meant we were able to focus on ensuring the candidate was going to fit with our business culture which was equally as important. ”
Sarah Homsi
Human Resources Manager
Elastomers Australia
Reilly Scott was very professional and thorough in their processes and communication, which made them stand out from other agencies.
We walked in with one position and walked out with two great candidates. Most of the people presented could bring some form value to our business, but we had a couple that fit the bill extremely well. There were critical factors that determined if someone was the right fit, including culturally. And specific technical background with proven experience and achievements with sales and hunting new clients. Both of which Reilly Scott did a fantastic job in not only understanding our sales recruitment needs but they presented a number of candidates who were really suited to our business. ”
Mervyn Kark
Managing Director
MKM Capital
The service, national reach and quality of candidates secured for the different roles was prompt and thorough.
There was an excellent selection of high calibre candidates – allowing us to make an informed choice. As a result, we doubled our sales team and to date, we’re getting good traction in the states of SA and WA where we now have a presence.”
Michael Hatcher
Wine Operations Manager
Bunnamagoo Wines
I was impressed with the high calibre of candidates that were presented to us. Different from other agencies, I felt the focus was firmly on us and our needs.
I felt there was always a clear alignment between ReillyScott and Bunnamagoo in recruiting the right people for the specific roles. ReillyScott’s approach was pragmatic, flexible and very responsive; and their service and communication was thorough and collaborative, without involving unnecessary or time demanding steps in the process.”
Toby Duckworth
Founding Partner of 121 Group
121 Group
The 5% Method clearly works well because we got a great result and we’re really happy.
We’ve worked with about 12 recruiters in various locations around the world. I would put ReillyScott in the top two. All of the candidates we interviewed were great; they all had relevant experience and we could have hired any one of them. We exclusively partnered with ReillyScott for a BDM role and felt we were in safe hands. We could sit back and know the job was being done. We didn’t have to chase up like we’d need to do normally with other recruiters – we knew exactly where we were every step of the way. ReillyScott was very efficient, understood our requirements and clearly knew the market well. ”
Evan Wong
CEO
Checkbox
The 5% method gave me comfort that the process was rigorous, focused and robust; we knew that the entire market had been covered.
As a multi award-winning, enterprise software company, we needed an immediate yet long-term solution. The word partner is loosely used in business but that’s exactly what ReillyScott was. ReillyScott was very strategic and helped us problem solve what was actually needed long-term and thoroughly secured the right solution, rather than just simply filling the roles. The quality of candidates presented was higher than any other recruiter we’ve worked with before, or that we would have got if we did the recruiting in-house.”
Contact

Employers

If you’re a B2B company looking to fill key revenue critical roles across sales, marketing, customer success and revenue operations, request a call with one of our team.