We measure success by what happens 12 months after a placement, not when the invoice is paid. Here are a selection of recent placements that illustrate how we work and the outcomes we deliver. All cases are anonymised to protect client and candidate confidentiality.
The challenge: A venture-backed SaaS platform with 40 employees had stalled at £3m ARR for 18 months. The founding team had built the product but had no commercial leadership with the experience to build a scalable enterprise sales motion. Three previous attempts to hire a VP of Sales through generalist recruiters had resulted in two offer rejections and one departure within six months.
Our approach: We took a full retained brief and spent two weeks mapping the UK SaaS VP of Sales market at the relevant stage and experience level. We identified 14 candidates through proactive headhunting rather than job board advertising. The hiring manager met six candidates across two rounds of interviews.
The outcome: The placed VP of Sales built a five-person enterprise sales team within 12 months. ARR grew from £3m to £7.2m in the following financial year. The candidate is still in the role two years after placement.
ARR growth from £3m to £7.2m in 12 months post-placement.
The challenge: A logistics technology business operating across the South East had a strong product and a growing customer base but an underperforming sales team. The Sales Director needed an experienced player-manager who could both carry personal new business targets and develop the existing team of five. Two previous hires in the role had underperformed and left within 12 months.
Our approach: We spent time with the Sales Director understanding why the previous hires had failed. Both had been strong individual contributors who struggled with the management responsibility. We adjusted the brief to prioritise demonstrated coaching ability and leadership track record alongside individual sales performance. We presented four candidates across three weeks.
The outcome: The placed Sales Manager improved team quota attainment from 61% to 84% in two quarters. Two members of the existing team were promoted within 18 months. The client returned to Psixty UK to hire a BDM six months later.
Team quota attainment improved from 61% to 84% within two quarters.
The challenge: A payments FinTech needed an experienced enterprise BDM who could open doors at tier one banks and payment processors, a buyer profile that requires genuine credibility and an existing network. The role had been live with two other agencies for six weeks with no suitable candidates presented.
Our approach: Rather than advertising the role, we approached it as a targeted headhunting exercise. We identified candidates who had demonstrable relationships with the relevant buyer profiles and a track record of winning enterprise payments deals. We presented two candidates within 10 working days.
The outcome: The placed BDM secured three enterprise clients in the first six months, generating £420,000 in new ARR. The candidate was promoted to Head of Enterprise Sales within 14 months.
£420,000 new ARR secured in the first six months post-placement.
The challenge: A professional services consultancy based in Reading needed their first dedicated Head of Marketing. The business had grown through referrals and personal relationships but needed to build a scalable lead generation engine. The brief required someone who could think strategically but was not too senior to be hands-on in a small team.
Our approach: This was a genuinely difficult brief because the ideal candidate needed to be both commercially credible to partners and genuinely capable of executing day-to-day marketing activity. We briefed against a tight profile and presented three candidates after two rounds of our own assessment.
The outcome: The placed candidate built the company's first digital marketing function, increased inbound enquiries by 65% in 12 months and established the business as a regular contributor to sector publications. The client has retained Psixty UK for two subsequent hires.
Inbound enquiries increased by 65% in 12 months following placement.
The challenge: A Series A technology business was building its outbound sales function from scratch. They needed to hire three SDRs simultaneously, calibrate the compensation structure for the market and ensure the candidates had the right outbound methodology background for their specific motion.
Our approach: We started by advising on compensation structure before the brief was finalised. The original proposal was below market rate, which would have attracted weaker candidates. We recommended an adjustment and explained the reasoning with market data. We then ran a coordinated process across all three roles, presenting shortlists simultaneously to streamline the hiring manager's time.
The outcome: All three SDRs were placed within five weeks. Twelve months later, two are still in role and one has been promoted to Account Executive. The team collectively generated £1.8m in qualified pipeline in their first year.
£1.8m qualified pipeline generated by the SDR team in their first 12 months.
The challenge: A growing energy business needed a Partnerships Manager who could develop strategic commercial relationships with installers, developers and infrastructure partners. The role required someone who understood the energy sector well enough to be credible in technical commercial discussions, which narrowed the candidate pool significantly.
Our approach: We combined our commercial recruitment expertise with targeted headhunting into adjacent sectors including utilities, renewables and property technology. We identified candidates with partnerships or channel sales backgrounds who had transferable experience in regulated commercial markets.
The outcome: The placed candidate developed five strategic partnerships in the first eight months, generating £350,000 in new revenue. The client subsequently asked Psixty UK to support the build-out of a broader commercial team.
Five strategic partnerships and £350,000 new revenue within eight months.
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