The Situation
This SME construction products manufacturer had been recently brought together by merging several sister businesses, under the watch of a larger European group. The Managing Director had been running a sales team of 20 plus, but the group required him to focus on his broader role. Therefore, they required their first appointed Sales Director.
The Consequences
The parent group had set ambitious growth targets. However, this team of 20 were disjointed, and lacked a collective sales strategy. They had been brought together through acquisitions, with different product, although all sold into the local authority and specification routes. It all needed bringing together, along with visible management from this addition to the UK board.
The Challenge
Budget ruled out simply lifting a readymade Sales Director from a larger manufacturer. And the Managing Director's early requirement - to bring in someone from the same product background – generated a shallow regional talent pool.
The Approach
On my advice, we opened the research up to sales leaders selling complementary building products into the same buyers. It also allowed me to review National Sales Managers, who firmly sat within the budget constraints.
The Result
From a broadened field, a shortlist of four went in front of the client. The appointment wasn't the obvious "Sales Director" on paper. He was a Sales Manager already operating a director's remit in his current business and fitted within the budget. He had the ambition and capability to grow into both the role and the succession the Managing Director needed.
Feedback
(Paraphrased to protect client confidentiality.) The client described the process as thorough and well managed from first briefing to final offer, valued being kept close to progress throughout, and confirmed the hire has gone on to add real value in the business.
Does this resonate?
Your growth plan depends on people you haven't found yet. The obvious hire isn't always the right one, or even available. If budget, nuances to your market, or geography seems to be blocking a leadership gap, that's usually a sign to widen the lens, not lower the bar.
Let's talk — mgoldsmith@mgheadhunting.co.uk / 07570 740490
