Your buyer has no reason to change.
A shortlist of people who can already do the job, with the evidence on each one written down. You read it and decide who to see.
People who get past risk, compliance and procurement — scored on deals signed, not on the buyer’s enthusiasm.
Tony Goodwin, founder
SaaS, cyber & AI·MSPs & IT services·Financial & insurance services·Professional services·Marketing & creative·Manufacturing & industrial·Construction & built environment·Logistics & supply chain·Energy & environmental·Facilities & contracts·Medical & life sciences·Food, drink & FMCG·Education & public sector·UK, US & Australia
“I have a mistrust of recruiters, but you’ve restored my faith in the value of getting the right hire.”
“Absolutely delighted with the hires we’ve made. The screening was first class and we had amazing candidates to choose from.”
“After 2 bad hires and months of lost opportunities, you found us an amazing Head of Sales — they’re 140% of quota.”
Six things go wrong when you hire.
Here’s each one, and what we do about it.
You’ll get applications from people who’ve grown accounts rather than won them. Persuading a regulated business to change a supplier it tolerates is a different job, and the people who can do it are employed doing it.
We map who is winning new business against incumbents in firms like yours, and go to them directly. You get that map free, before you commit to anything.
| 1 | A. Whitworth | London | Six years winning new logo against incumbent providers. Comfortable with security review and third-party risk assessment. |
| 2 | J. Ferris | Manchester | At a direct competitor. Strong on regulated buyers and has personally navigated two procurement panels this year. |
| 3 | S. Bracken | Edinburgh | Came from the buy side. Knows how these decisions actually get made because she used to make them. |
| 4 | D. Mallory | London | Payments background moving into insurance technology. Shorter cycles, same displacement conversation. |
Yours free, whether you use us or not.
They’re well paid, well looked after, and approached constantly by agencies who don’t understand the difference between a broker, a platform and a payments business. Your firm is a name they may never have heard.
We market the role properly. Every person we approach gets a page built for the role and addressed to them by name, with a video explaining the business, what the job actually involves and who it suits. It’s the difference between being pitched at and being made a case to.
“The quality and speed of the process has been outstanding. I have a mistrust of recruiters, but you’ve restored my faith in the value of getting the right hire.”
Neil Latcham — Sales Director, TomrodsNot sure if this is on your radar, but it felt worth putting in front of you.
Anyone who wants short cycles. Regulated buyers take as long as they take, and the process is the process.
A real page, sent to one person, by name.
Interviewing is a separate skill to the job. Some people are polished because they’ve done a lot of interviews, not because they’re any good. Others are awkward in a room and would be the best hire you make this year. And every CV now arrives with an AI polish on it, so the ones that read best aren’t necessarily the best people. You come away feeling reasonably sure — but feeling sure and having evidence aren’t the same thing, and only one of them survives month five.
A long screening interview, conducted by someone who has worked in your market, then a written suitability report on every candidate we recommend — scored against your brief, with the evidence underneath. And a section called Watch Points, where we set out what isn’t proven.
| New logo against an incumbent | Strong | 9.0 |
| Navigating risk and compliance review | Strong | 8.5 |
| Multi-threading across a regulated buyer | Strong | 8.0 |
| Commercial and pricing literacy | Good | 7.5 |
| Cycle length at your deal size | Partial | 6.0 |
Thirty CVs to read, eight people to see, half of them a waste of an afternoon. And you’re doing it around the day job, which is why the role has been open five weeks already.
You see the ones worth seeing, and nobody else. No padding a shortlist to make it look busy, and no thirty CVs to sift. The questions worth asking are already written down, because they came out of what we couldn’t close on the screening call.
Five weeks in, the person you wanted takes a counter-offer, or mentions a competing process nobody knew about, or turns out to have been thousands off on salary the whole way through.
We establish what it’ll take to land someone before you meet them — what they’re on, what they’d move for, whether they’re being pulled toward your role or pushed out of their current one, and what else they’re in process on. Then we manage it through to acceptance.
Counter-offer and deferred comp. Check what is unvested before you make an offer. In this market it is often the deciding factor and it rarely comes up unprompted.
Which is the expensive one. You’ve paid a fee, paid five months of salary, lost half a year, and you’re back where you started with less confidence than before.
If they leave, or you exit them, within six months, we run the search again at no fee. But the real protection is upstream: Watch Points exist so the risks are on the table before you hire, not discovered in month five.
| Displacing a satisfied incumbent | Weak | 4.0 |
| Owning risk and compliance review | Weak | 4.5 |
Hired, and still performing.
The method is constant — the criteria change with the sale.
“Absolutely delighted with the hires we’ve made. The screening was first class and we had amazing candidates to choose from.”
“The quality and speed of the process has been outstanding. I have a mistrust of recruiters, but you’ve restored my faith in the value of getting the right hire.”
Commercial roles selling into regulated businesses.
Where the buyer wants it, the incumbent is adequate, and three other people have to agree before anything happens.
Fintech, insurance, payments and advisory businesses.
- Typically 20 to 200 people
- The person hiring is the person who’ll manage them
- Selling into banks, insurers, brokers or regulated firms
- A considered sale with compliance and procurement in the process
Fintech & payments
Long security reviews, integration questions and a buyer who has been sold to constantly. The differentiator is usually operational rather than technical.
Insurance & broking
Relationship-led and slow to change, with distribution economics that reward incumbency. Displacement takes a reason, not a pitch.
Advisory, wealth & asset services
Fewer, larger relationships and a buyer who is assessing credibility as much as capability. Closer to professional services than to software.
Most clients don’t stop at the role they came for.
We’re usually brought in for a commercial hire. Then, once we know how the business works and what it takes to succeed in it, clients ask us about the roles around it.
The method doesn’t change. The criteria still come from your brief, and where the assessment needs technical depth we bring in someone from our bench who has done that job.
One client has had us fill four roles across commercial and operations. Another started with a Head of Sales and is now three roles into a technical team. If we can’t assess something properly, we’ll say so rather than take it on.
You don’t pay unless you hire.
No fee unless you hire.
Most clients start here. We ask for 21 days' exclusivity so we can invest properly in the search rather than race three other agencies to the same active candidates.
Six-month replacement.
If the person leaves, or you exit them, within six months of starting, we run the search again at no fee.
We’ll tell you when to stop.
If the market for the brief isn’t there at the package you’re offering, you’ll hear it early — and we’d rather send three people we’d back than four to fill a shortlist.
Full terms confirmed in writing before any search begins.
Sold them.
Hired for them.
Tony Goodwin has built, scaled and exited B2B businesses — selling them himself — and spent the years since rebuilding the commercial function inside more than 170 companies. He designed the way we screen, and he still runs searches.
What we assess against comes out of your brief, not a template. And where the assessment needs depth we haven’t got in-house, we bring in someone from our bench who has done that job — a sector specialist, an engineer, whoever the brief actually demands.
Most screening tests whether someone can talk about the job. Ours tests whether they’ve done what your role actually requires.
A generalist recruiter can check a CV against a spec. Only someone who has sold in your sector can tell whether the numbers were earned or inherited, whether the accounts they name are the ones that matter, and what they’d struggle with in your business.
The things people ask before they call.
If yours isn’t here, ask it on the call. We’d rather tell you no early than sell you a search you don’t need.
Meetings booked is the easiest number in this market to hit and the least useful. We score whether fee earners took them seriously, what converted, and whether they could hold a partner to a follow-up without being resented for it.
That’s the criterion the hire turns on. Someone your partners wouldn’t take into a client meeting is a marketing function within six months, whatever their pipeline looks like.
We work on contingency for most roles — no fee unless you hire. The fee is a percentage of first-year salary and we agree it in writing before anything starts. We aren’t the cheapest option in the market and we don’t try to be; what you’re paying for is the research, the screening and the report.
Tell us on the call. If you’ve someone promising we’d rather pressure-test them than run a search you don’t need. We’ll be straight with you about whether it’s worth doing at all.
For 21 days, yes. It’s what makes the approach possible — nobody writes a page for each candidate and records a video on a role four agencies are racing. After 21 days the role is yours to run however you like.
If they leave, or you exit them, inside six months of starting, we run the search again at no fee. Full terms are confirmed in writing before we begin.
The UK, the United States and Australia. Most of our searches are field or hybrid roles outside the major cities, which is where the agencies chasing volume tend not to look.
A limited number. The research and the reports take real time, and doing eight searches badly is worse for everyone than doing three properly. If we can’t give a role the attention it needs we’ll say so.
Tell us the role.
We’ll show you who’s out there.
A researched Talent Map for your role, built from scratch, and fifteen minutes to walk through it. Yours whether you use us or not.
No fee, no obligation.
The map takes days. The search starts the moment you say go.
No sales deck. No hard sell. Just an honest conversation about the role.