Sales Hiring, In-Market
Native-fluency sales hires for scaling startups across the US, UK, Ireland, Spain and Germany. BDRs, SDRs, AEs. I screen them the way a sales leader would, so your shortlist starts stronger.
About recruiting →I help startups and scale-ups hire sales talent that actually sells in DACH and the wider EMEA. My own background runs across SaaS, fintech, outsourcing and gaming, so I screen for these markets the way someone who sold in them would, not from a job spec. And once the people are in place, I build the playbook that makes them productive.
A generalist recruiter sends you CVs, not people who can close in the language. And a US sequence run through a translator reads as pushy to a German buyer. I work on both. The people first, then the message they carry. And I sold in these markets myself, so I am not guessing at either.
Native-fluency sales hires for scaling startups across the US, UK, Ireland, Spain and Germany. BDRs, SDRs, AEs. I screen them the way a sales leader would, so your shortlist starts stronger.
About recruiting →A playbook built around your product, with sequences and cadences written for the market in its own language. Not translated from a US template. Written for how the buyer there actually reads.
Explore the playbook →Hands-on GTM advice for US scale-ups building into DACH. Pricing, offer, motion, team structure. For when you need someone to think it through with you, not just hand over a document.
Discuss advisory →A worked sample built around a made-up SaaS client, so you can see how I put a playbook together: the native-language sequence, the cadence, the battlecard, the culture page. It is not the full asset. It is the clearest way to judge the structure and the craft before you spend anything.
See the sample →
Fifteen years carrying quota in B2B sales across Germany, the UK, Spain and Ireland. SaaS, fintech, global services. I am a native German speaker, and I built and ran outbound in the language European buyers actually trust, back when I was the one on the phone.
I wrote Structured Prospecting, and Structured Talent grew out of it. The idea is simple: take what I learned selling in these markets and give it to US companies who want to do it properly, then help them hire the people to run it.
Most teams budget an SDR or BDR by their base salary. The real, fully-loaded cost is well above that once employer costs, tooling, ramp, management time, and the odds of a mis-hire are counted. Move the sliders for your own numbers, and scale it to the team you're planning.
The biggest hidden cost isn't on the list, it's the wrong hire. Get the first SDR or BDR right and ramp, management drag, and mis-hire risk all shrink at once.
Hire the right one →Illustrative model for planning, not a quote. Figures are estimates and vary by market, role, and company. The mis-hire line is probability-weighted (replacement, lost pipeline, re-hire), not a guaranteed cost.