Restarting a critical sales enablement search.

The challenge

UpGuard needed stronger sales enablement capability to support its commercial growth. An earlier search had not secured an appointment, and senior revenue leaders were under pressure to fill the role.

I picked up the search in late October or early November. With limited handover from the previous search owner, I needed to learn the business and the function quickly while developing a fresh view of the candidate market.

My responsibility

I worked with the Chief Revenue Officer and SVP of Global Sales to understand the role and clarify the candidate profile. The position required both a strong understanding of selling and the ability to develop others through coaching, communication and presentation.

I did not set out to change the brief or diagnose what had gone wrong previously. My focus was to establish a clear understanding of the requirement and take a fresh approach to finding the right person.

What I did

I researched high-growth organisations with comparable deal sizes, sales activity and geographic reach. This helped focus the search on people whose experience would translate to UpGuard’s commercial environment.

I identified a candidate working below VP level in a substantially larger business that had scaled rapidly. Her experience made her a credible prospect for the broader role, even though her existing title was different.

She enjoyed her current position and was initially hesitant to explore a move. Through several conversations, I explained UpGuard’s growth journey, its stage of development and the opportunity to contribute. A conversation with the hiring manager helped build her interest and confidence.

Working through the process

The business ran a multi-stage selection process that extended over Christmas. I maintained communication with the candidate and stakeholders through the break to keep the process moving.

I also worked through remuneration considerations with the business as we progressed towards an offer.

Outcome and learning

The candidate accepted the offer in early to mid-January, approximately 10–12 weeks after I restarted the search.

Early feedback during the remainder of my contract was positive, particularly around how she engaged with the business and began contributing quickly. My contract ended before I could assess her longer-term impact.

The example demonstrates the importance of understanding transferable experience, explaining the opportunity credibly and sustaining candidate engagement through the practical complexities of an appointment.