01 — Define Success
Before looking at candidates, we define why the role exists, what it needs to achieve and what success should look like.
Not a generic job description.
A commercial definition of the person your business actually needs.
COMMERCIALLY INTELLIGENT SALES HIRING
Stop gambling on
sales hires.
Commercially intelligent sales hiring for founder-led businesses.
Define what success looks like. Assess candidates against evidence. Validate performance through the first 120 days.
3 minutes. Immediate clarity. No obligation.
PROBLEM
A good interview isn't evidence of future performance.
Most failed sales hires don't look like bad decisions when they're made.
The CV looks right.
The experience sounds relevant.
The interview goes well.
Everyone leaves feeling confident.
Then reality arrives.
Pipeline doesn't build. Activity produces little. Targets slip. Management time increases. The founder gets dragged back into selling.
And months later, you're left asking:
Did we hire the wrong person — or make the wrong commercial decision?
That's the problem Your Wavelength exists to solve.
HOW IT WORKS
A commercially intelligent way to hire.
02 — Hire Against Evidence
Candidates are assessed against agreed success criteria — not simply CV strength, interview confidence or years of experience.
We look for evidence of the behaviours most likely to matter in your environment.
03 — Prove It in 120 Days
The decision doesn't end when somebody accepts the job.
We stay involved through their first 120 days, tracking behaviour, capability, pipeline, management support and commercial progress.
Problems surface earlier. Good performance becomes visible sooner. Decisions become easier to explain.
COMMERCIAL PROOF
Commercial decisions. Real evidence.
Decide better. Define success. Prove what happens next.
PORTMAN TECH
The obvious next hire wasn't necessarily the right first hire.
Portman Tech originally had new-business growth in mind. But the commercial diagnosis showed that Customer Success should come first — creating capacity, strengthening existing customer relationships and giving the business better visibility of commercial opportunities before adding another new-business salesperson.
What this proves:
Start with the commercial problem. Not the vacancy.
FIND & FINANCE
A failed hire became the evidence for designing the next one properly.
The previous salesperson's best month had been around three units. Rather than simply recruiting again, the next role was redesigned around the behaviours required to produce the commercial result — opportunity creation, networking, follow-up, pipeline activity and evidence at interview.
What this proves:
Define the behaviours behind the number before you hire against the number.
GREEN CIRCLE
The behaviours identified during recruitment showed up in the job.
By Week 8, all four primary behaviours identified during recruitment — relationship building, commercial judgement, disciplined territory management and coachability — had been confirmed through observed workplace behaviour.
4/4 primary predictions confirmed. 0 unexpected performance concerns.
Client verdict:
“I'm very confident that we have the right person.”
What this proves:
The appointment is a hypothesis. Performance provides the evidence.
SALES SUCCESS MODEL
Look beyond the CV.
Opportunity Creation
Ownership
Activity Discipline
Pipeline Thinking
Commercial Curiosity
Learning Agility
Self-Direction
We're less interested in how impressive someone's career history sounds than whether they can evidence the behaviours required to succeed in your environment.
Explore the Sales Success Model →120 DAYS
The appointment is a hypothesis.
Performance provides the evidence.
Week 1Clarity
Week 2Friction
Week 4Behaviour
Week 8Momentum
Week 12ROI
Week 16Decision
Role Clarity · Behaviour & Activity · Sales Capability · Pipeline Health · Manager Enablement
Explore the 120-Day Framework →WHO WE WORK WITH
This isn't recruitment for everyone.
Your Wavelength is built for founder-led businesses where getting a sales hire wrong has a meaningful commercial cost.
It tends to work particularly well when:
- you're making an important sales hire for the first time
- you're replacing somebody who hasn't delivered
- too much selling still depends on the founder
- you want to build sales capability deliberately rather than simply add headcount
- you value evidence, accountability and honest conversations
- you're prepared to support the person you hire properly
It probably isn't right if you're looking for the cheapest recruitment fee, the fastest pile of CVs or somebody to take a vacancy away and simply “fill it”.
See who we work with →FOUNDER
Your sales hire matters too much to outsource the thinking.
I've spent more than a decade watching businesses get sales hiring right — and painfully wrong.
The pattern I've learned is simple: the best hiring decisions rarely come from finding the most impressive CV. They come from getting clear about what the business needs and collecting better evidence before committing.
That's why I built Your Wavelength differently.
About Jimmy →FINAL CTA
Before you hire another salesperson, find out where the risk already sits.
How Risky Is Your Next Sales Hire?
Take the three-minute diagnostic and get an immediate view of where your next hiring decision may be exposed.
3 minutes. Immediate clarity. No obligation.