How Long Does Automotive Aftermarket Recruitment Take? From Briefing to Start Date

You've decided to recruit a new Sales Manager.

The position has been approved, the salary agreed and the business needs someone in place as soon as possible.

You contact a recruitment agency, explain what you're looking for and ask a perfectly reasonable question.

"How quickly can you find someone?"

It's a question I've been asked many times.

And the answer isn't always as straightforward as employers might expect.

Finding someone who has the right experience is one thing.

Finding someone who is interested in moving, fits the position, meets the salary expectations and is willing to accept an offer is another.

Then there's the notice period.

A recruitment agency might identify an excellent candidate within a fortnight, but that person could still be three months away from joining your business.

Equally, a company might spend several weeks interviewing candidates before making a decision, only to discover that its preferred individual has accepted another opportunity.

Neither situation necessarily reflects a failure to recruit effectively.

But both demonstrate why employers need to understand the different stages of the recruitment process.

Before establishing JSL Solutions in 2017, I spent more than 18 years working within the automotive aftermarket, including senior commercial responsibilities and a UK and Ireland Sales Director position.

Having worked on both sides of the recruitment process, I appreciate the commercial pressure businesses face when a position remains vacant.

An unfilled sales territory can affect customer relationships, business development and the workload of existing colleagues.

But rushing an appointment simply to get someone into the position can create problems that last considerably longer than the vacancy itself.

The objective should be to recruit the right person as efficiently as possible, without compromising the quality of the decision.

In this article, I'll explain the main stages of automotive aftermarket recruitment, what influences the timescale and what employers can do to avoid unnecessary delays.

Key Takeaways

• The time needed to identify suitable candidates is different from the time required to secure an accepted offer or achieve an actual start date.

• Specialist automotive aftermarket recruiters can begin approaching relevant candidates quickly when they understand the market and the position.

• Candidate availability, salary expectations, location and the experience required all influence recruitment timescales.

• Experienced aftermarket professionals are often employed and may not be actively looking for another position.

• Interview availability, feedback and internal decision-making can significantly affect how quickly a vacancy is filled.

• Notice periods can add several weeks or months between an accepted offer and the successful candidate's first day.

• Employers can reduce unnecessary delays by agreeing requirements, salary, interview arrangements and decision-making responsibilities before the search begins.

How Long Does It Take to Recruit Someone in the Automotive Aftermarket?

The first thing I'd suggest is separating the recruitment process into three distinct measures.

1. Time to Shortlist

This is the period between the recruitment briefing and the presentation of suitable candidates.

It includes understanding the position, identifying relevant individuals, approaching them, discussing the opportunity and assessing their suitability.

For some positions, a specialist recruiter may already know several individuals worth speaking to.

For others, particularly where the requirements are highly specific, more extensive market mapping and direct approaches may be necessary.

2. Time to Accepted Offer

This measures the period from the initial briefing to a candidate formally accepting an offer.

It includes sourcing, screening, interviews, feedback, any further assessments, negotiations and the final decision.

This is often the most useful measure of recruitment efficiency because it reflects how effectively the recruiter and employer have worked together to secure the appointment.

However, it doesn't necessarily mean the candidate is available to start immediately.

3. Time to Start Date

This is the total period between the original recruitment briefing and the successful candidate's first working day.

It includes everything involved in the recruitment process, followed by the individual's notice period and any other arrangements required before they can join.

These three measures shouldn't be confused.

For example, an employer might receive a suitable shortlist relatively quickly, complete interviews and secure an accepted offer, but still have to wait several months for the person to start.

That's why I believe recruitment timescales should be discussed properly at the beginning of a search.

A quick shortlist doesn't automatically mean a quick appointment. And an accepted offer doesn't mean someone can start next Monday.

Stage 1: The Recruitment Briefing

The recruitment briefing is probably one of the most underestimated parts of the process.

Employers understandably want recruiters to start looking for candidates immediately.

But spending time understanding the position can prevent considerable wasted effort later.

In the automotive aftermarket, a job title alone rarely tells the whole story.

An Area Sales Manager position with an automotive component manufacturer could involve developing relationships with motor factors, national distributors, buying groups, independent workshops or fleet operators.

Each requires a slightly different commercial background.

Likewise, a Key Account Manager responsible for national distribution customers may need very different experience from someone developing a geographical territory.

What Should Be Covered During the Briefing?

A useful recruitment briefing should establish:

• The commercial objectives of the position.

• The products and markets involved.

• The customers and distribution channels.

• The geographical territory.

• The experience that is genuinely essential.

• The skills that could be transferable from adjacent industries.

• The salary, bonus, company car and other benefits.

• The reporting structure and level of responsibility.

• The reason the position has become available.

• The expected interview process.

• The required start date and any flexibility.

I'd also want to understand what success looks like after six or twelve months.

Is the business looking for someone to protect existing revenue?

Develop new customers?

Improve relationships with distributors?

Launch a new product range?

Or rebuild an underperforming territory?

These details influence which candidates should be approached.

Why an Unrealistic Brief Can Delay Recruitment

One of the biggest causes of delay is a candidate specification that is too restrictive.

An employer might ask for someone with ten years of automotive aftermarket experience, established relationships with a particular buying group, knowledge of a specific product category and a background working for a direct competitor.

There may be people who meet every requirement.

But the available candidate pool could be extremely small.

And those individuals may be well rewarded, settled in their current positions or simply uninterested in moving.

This doesn't mean employers should abandon important requirements.

It means distinguishing between what someone must already know and what they could reasonably learn.

Sometimes widening the search to include candidates from commercial vehicle parts, industrial distribution, engineering components or workshop equipment can introduce capable individuals who might otherwise be overlooked.

The important question is whether their experience is relevant to what the business needs them to achieve.

Stage 2: Market Mapping and Candidate Identification

Once the brief has been agreed, the next stage is identifying suitable candidates.

This is where specialist industry knowledge can make a difference.

An automotive aftermarket recruiter should understand the types of businesses where relevant candidates are likely to be employed.

For a sales position, that might include component manufacturers, distributors, specialist wholesalers, commercial vehicle parts suppliers or businesses operating in related technical markets.

But identifying the companies is only part of the work.

The recruiter also needs to identify the people.

Why Advertising Alone May Not Be Enough

Some candidates will be actively looking for another position.

They may be applying for jobs, speaking with recruiters or updating their CVs.

But many experienced automotive aftermarket professionals aren't actively searching.

They're employed.

They have established customer relationships.

They may be performing well and feel reasonably secure.

And they might not have considered moving until someone approaches them with an opportunity that genuinely interests them.

This is why direct candidate approaches can be particularly important for specialist commercial positions.

The strongest potential candidate isn't necessarily the person who happens to be available when the vacancy is advertised.

Why Identifying a Candidate Doesn't Mean They're Interested

A recruiter might identify someone whose experience appears to match the position perfectly.

But several things still need to be established.

Would they consider moving?

Does the opportunity represent genuine career progression?

Is the salary competitive?

Would the territory and travel requirements suit them?

What concerns might they have about changing employers?

And what would encourage them to leave their current position?

These conversations take time.

A candidate who isn't actively looking may need more information before deciding whether the opportunity is worth exploring.

The objective isn't simply to persuade someone to attend an interview.

It's to establish whether there's a realistic prospect of a successful appointment.

What Should Employers Expect During This Stage?

I'd suggest employers look for evidence that the search is progressing rather than simply asking how many CVs have been identified.

Useful updates might include:

• Which parts of the candidate market have been approached.

• The level of interest in the position.

• Feedback on salary and benefits.

• Concerns about the territory or responsibilities.

• Whether the experience required is readily available.

• Any adjustments that could improve the candidate pool.

This information can be extremely valuable.

It allows the employer to make informed decisions before several weeks have passed.

Good recruitment isn't simply about finding candidates. It's also about understanding how the market responds to the opportunity.

Stage 3: Candidate Screening and Shortlisting

Identifying potential candidates is only the beginning.

The next stage is determining whether they're genuinely suitable for the position.

This should involve considerably more than reviewing a CV.

A candidate might have spent fifteen years working within the automotive aftermarket.

They may have held several impressive job titles and worked for well-known manufacturers.

But that doesn't necessarily tell you how successful they've been.

Nor does it establish whether their experience is relevant to your business.

What Should a Specialist Recruiter Assess?

For a commercial aftermarket appointment, I'd want to understand:

• The products and customer channels the candidate has worked with.

• Whether their experience involves account management, new business development or both.

• Their commercial achievements and personal contribution.

• The size and complexity of their territory or customer portfolio.

• Their understanding of pricing, profitability and negotiations.

• Their reasons for considering another position.

• Their salary expectations and notice period.

• Their interest in the particular opportunity.

I'd also want to understand what they are looking for in their next employer.

Someone may be perfectly capable of doing the job but have little interest in the responsibilities or working environment.

Presenting that individual to a client simply because their CV looks suitable isn't particularly helpful.

Quality Matters More Than the Number of CVs

I don't believe employers benefit from receiving large numbers of CVs simply to demonstrate that a recruiter has been busy.

A smaller shortlist of well-assessed candidates can be far more useful.

Each candidate should be presented with a clear explanation of why they're worth considering.

Where are their strengths?

What relevant achievements can they demonstrate?

Are there any gaps in their experience?

What motivates them?

And why do they believe the opportunity is worth pursuing?

That information helps the employer decide who to interview and reduces the time spent reviewing unsuitable applications.

Stage 4: Interviews and Employer Decision-Making

Once candidates have been shortlisted, the employer has a significant influence over how quickly the recruitment process progresses.

This is where avoidable delays can occur.

A recruiter may have spent considerable time identifying and engaging an experienced candidate.

The candidate agrees to an interview.

But the hiring manager isn't available for another two weeks.

Or the first interview takes place, followed by several days without feedback.

Then a second interview needs arranging with another senior manager.

None of these delays may seem particularly significant in isolation.

But together, they can extend the process considerably.

Why Interview Speed Matters

An experienced automotive aftermarket salesperson who is considering a move may also be speaking with other employers.

Even if they aren't, a lengthy recruitment process can create doubts.

They may begin questioning how committed the company is to the appointment.

They may wonder whether the business has clear objectives.

Or they may simply lose enthusiasm.

This doesn't mean employers should rush interviews or make decisions before they're comfortable.

It means organising the process properly.

Agree the Interview Process Before the Search Begins

I'd recommend establishing the following during the initial briefing:

1. Who will conduct the first interview?

2. Will there be a second interview?

3. Is a presentation or assessment required?

4. Who makes the final hiring decision?

5. How quickly can feedback be provided?

6. Are the relevant decision-makers available over the coming weeks?

If a candidate needs to meet the Managing Director, Sales Director and HR Manager, it's worth considering how those meetings can be organised efficiently.

Adding further interview stages after the process has started can create unnecessary delays.

Why Feedback Is Important

Candidates appreciate knowing where they stand.

If someone has taken time away from work to attend an interview, they deserve timely and constructive feedback.

That applies whether the outcome is positive or negative.

From an employer's perspective, feedback also helps maintain candidate engagement.

If there are concerns about an individual's experience, motivation or suitability, discussing them promptly allows the recruiter to clarify the position.

Sometimes a misunderstanding can be resolved.

Sometimes the candidate simply isn't right.

Either way, the process can move forward.

The objective isn't to make hiring decisions quickly at any cost. It's to avoid unnecessary delays in making well-informed decisions.

Stage 5: The Offer and Acceptance

Reaching the offer stage is encouraging.

But it doesn't mean the appointment is secured.

The candidate still needs to be comfortable with the overall opportunity.

That includes the salary, bonus, company car, territory, responsibilities, reporting structure and employment terms.

And for someone who isn't actively looking, the decision may involve leaving a company where they've spent many years.

Why Salary Expectations Should Be Discussed Early

One of the most frustrating recruitment outcomes is reaching the final interview only to discover that the employer and candidate have very different salary expectations.

This should usually have been identified much earlier.

The recruiter needs to understand the available package and discuss the candidate's expectations before presenting them.

If there's a significant difference, it should be raised with the employer.

Sometimes there is flexibility.

Sometimes there isn't.

But discovering the problem at the offer stage wastes everyone's time.

The Importance of the Complete Package

For automotive aftermarket sales professionals, basic salary is only one consideration.

Candidates may also evaluate:

• Bonus or commission arrangements.

• Company car or car allowance.

• Territory size and travel expectations.

• Opportunities for progression.

• Reporting structure and management style.

• Company stability and commercial direction.

• Flexibility and work-life balance.

A higher salary doesn't automatically make an opportunity more attractive.

Equally, an employer shouldn't assume that a candidate will accept a lower package simply because the position sounds interesting.

The overall proposition needs to make sense.

What About Counter-Offers?

Counter-offers are another consideration.

An employer may offer an attractive package, only for the candidate's current company to respond with an increase in salary or additional responsibilities.

This can create uncertainty.

However, I wouldn't automatically assume that every counter-offer is simply a short-term attempt to retain someone.

The circumstances matter.

The important thing is to understand why the candidate was considering leaving in the first place.

If their concerns involve leadership, progression, company direction or working relationships, an increase in salary may not address them.

If their main concern was remuneration, a counter-offer might genuinely change their decision.

These conversations should take place throughout the recruitment process, not just after an offer has been made.

A recruiter should help both parties understand the situation rather than simply pressuring the candidate to accept.

Stage 6: Notice Periods and the Actual Start Date

This is probably the part of the recruitment timeline that causes the most confusion.

An employer may have identified the right candidate, completed interviews and secured an accepted offer.

But the candidate is still employed elsewhere.

And their contractual notice period determines when they're likely to become available.

How Long Are Notice Periods in the Automotive Aftermarket?

Notice periods vary considerably.

A field-based salesperson may have a relatively short notice period.

A Sales Manager, Product Manager or Key Account Manager may have a longer contractual commitment.

Senior commercial and leadership professionals may have notice periods of several months.

However, employers shouldn't assume that every candidate at a particular level has the same notice period.

The actual contract needs to be checked.

And the recruiter should establish this information early.

Can Notice Periods Be Negotiated?

Sometimes.

An existing employer may agree to release someone before the end of their contractual notice period.

But that decision belongs to the parties involved.

It shouldn't be assumed during recruitment planning.

Garden leave can also affect the arrangements.

However, being placed on garden leave doesn't automatically mean someone is free to start work for another employer.

The employee may remain contractually employed throughout that period and subject to continuing obligations.

What About Restrictive Covenants?

Some employees have contractual restrictions relating to customers, colleagues or competing businesses after their employment ends.

These can be particularly relevant when recruiting from direct competitors.

However, their enforceability depends on the wording and circumstances.

A recruitment agency shouldn't provide definitive legal advice on whether a particular restriction is enforceable.

Where a potential issue arises, the employer and candidate should obtain appropriate legal guidance.

The important point is to identify possible complications before the proposed start date is agreed.

Why Communication Matters Between Offer and Start Date

A candidate who has accepted an offer but won't be joining for several months shouldn't simply be forgotten.

This is a period when uncertainty can develop.

The employer can help maintain engagement through appropriate communication.

That might involve:

• A welcome message from the hiring manager.

• Information about the induction process.

• Practical arrangements for the first day.

• Updates on relevant company developments.

• Confirmation of equipment, travel or training arrangements.

The aim is to help the candidate feel confident about their decision and prepared for their new position.

The recruitment process may have reached an accepted offer, but the relationship with the new employee is only beginning.

Which Automotive Aftermarket Roles Take Longer to Recruit?

Not every position presents the same recruitment challenges.

The time required depends on the experience needed, the available candidate pool, salary expectations, location and the willingness of suitable individuals to consider moving.

There are some important differences between roles.

Area Sales Managers and Business Development Managers

For many automotive aftermarket manufacturers and distributors, these are among the most frequently recruited commercial positions.

The challenge is often finding someone with the right customer and distribution experience.

A candidate who has spent several years selling components into motor factors may be highly relevant to one manufacturer but less suitable for a business targeting national fleets or commercial vehicle operators.

Geography also matters.

A company may require someone living within a particular territory because of customer coverage and travel expectations.

That can significantly reduce the available candidate pool.

However, where the role has a competitive package and the employer is open to relevant transferable experience, the search may offer more options.

Key Account Managers and National Account Managers

These positions can require more specific experience.

An employer might need someone who understands national distributor relationships, buying groups, commercial agreements and complex account negotiations.

The number of people with direct experience of managing particular customers may be relatively limited.

And those individuals may already hold attractive positions with established manufacturers or distributors.

This can make direct approaches and careful candidate engagement particularly important.

Product Managers and Technical Specialists

Product management positions present different challenges.

The employer may need someone who understands a particular product category, catalogue systems, vehicle applications, competitor ranges and aftermarket distribution.

A candidate may have excellent product management experience but lack the technical knowledge required.

Alternatively, they may understand the products but have limited experience managing pricing, range development or commercial performance.

The more specific the combination of skills, the narrower the candidate market may become.

Sales Directors and Senior Leadership

Senior commercial appointments often involve a more extensive assessment process.

The employer may need to evaluate leadership capability, commercial strategy, financial understanding, customer relationships and cultural fit.

There may also be a requirement for confidentiality.

Candidates at this level are often employed and may be reluctant to explore opportunities without a clear understanding of the business and its objectives.

Notice periods can also be longer.

For these reasons, senior appointments should be planned with realistic timescales rather than assuming the process will follow the same pattern as a more straightforward sales vacancy.

Seven Ways Employers Can Reduce Automotive Aftermarket Recruitment Delays

There are aspects of recruitment that employers cannot control.

They cannot force an experienced candidate to consider moving.

They cannot guarantee that someone will accept an offer.

And they cannot assume that an existing employer will agree to shorten a notice period.

But there are several practical steps that can make the process more efficient.

1. Agree the Candidate Requirements Before Starting

Make sure everyone involved understands what the successful candidate must deliver.

Separate essential experience from desirable experience.

Avoid changing the requirements halfway through the search unless there's a genuine commercial reason.

2. Establish a Realistic Salary and Benefits Package

Review whether the package is competitive for the position, territory and level of responsibility.

If the salary is below market expectations, acknowledge that it may restrict the available candidate pool.

Discuss flexibility before the search begins.

3. Decide Who Will Be Involved in Interviews

Identify the hiring manager and any other decision-makers.

Agree how many interview stages are necessary.

Where possible, reserve time in their diaries before candidates are shortlisted.

4. Provide Prompt and Constructive Feedback

Aim to respond to interviews within an agreed timeframe.

Explain what impressed you and what concerns remain.

If a candidate isn't suitable, make the decision and communicate it.

Leaving people waiting rarely improves the outcome.

5. Be Open to Relevant Transferable Experience

Consider whether candidates from related sectors could meet the commercial requirements.

Industrial distribution, engineering components, workshop equipment and commercial vehicle supply can offer relevant experience for certain aftermarket positions.

Direct industry knowledge may be essential for some roles, but it shouldn't automatically be a requirement for every appointment.

6. Discuss Notice Periods and Potential Restrictions Early

Establish the candidate's contractual notice period during screening.

Where relevant, identify any potential restrictions that could affect their ability to join or perform the role.

This helps avoid unexpected problems after an offer has been accepted.

7. Maintain Communication Until the Candidate Starts

Once the offer has been accepted, keep the candidate informed.

Explain the induction arrangements and maintain appropriate contact.

A positive recruitment experience should continue through to the first working day.

These steps won't eliminate every delay.

But they can help employers avoid wasting time on problems that could have been anticipated.

A Practical Automotive Aftermarket Recruitment Timeline Checklist

Employers can use the following checklist before and during a recruitment assignment.

Before the Search Begins

• Agree the responsibilities and commercial objectives.

• Confirm essential and desirable experience.

• Establish salary, bonus and benefits.

• Identify the hiring manager and decision-makers.

• Agree the interview stages.

• Discuss the required start date.

• Consider realistic candidate notice periods.

During Candidate Identification

• Review market feedback.

• Assess whether the candidate requirements remain realistic.

• Discuss any salary or geographical constraints.

• Agree which candidates should progress.

• Keep communication open with the recruiter.

During Interviews

• Arrange interviews promptly.

• Assess candidates against consistent requirements.

• Provide constructive feedback.

• Resolve outstanding concerns.

• Avoid unnecessary additional interview stages.

At Offer Stage

• Confirm the complete remuneration package.

• Clarify responsibilities and reporting arrangements.

• Confirm the candidate's notice period.

• Discuss any potential contractual restrictions.

• Issue the formal offer and employment documentation.

• Agree the expected start date.

Between Offer and Start Date

• Maintain appropriate communication.

• Confirm induction arrangements.

• Prepare equipment and systems access.

• Arrange introductions to relevant colleagues.

• Ensure the new employee knows what to expect on their first day.

Why Specialist Automotive Aftermarket Recruitment Knowledge Matters

One of the advantages of working with a specialist recruiter is their understanding of the market.

They should know the types of companies employing relevant candidates.

They should understand the differences between manufacturers, distributors, buying groups and other aftermarket businesses.

And they should appreciate how commercial responsibilities vary between positions.

That knowledge can help identify suitable candidates more efficiently.

It can also help employers understand whether their requirements and salary expectations are realistic.

But I don't believe specialist recruitment should simply be about speed.

A recruiter who produces a shortlist quickly but hasn't properly assessed the candidates hasn't necessarily delivered a good service.

Equally, a lengthy search isn't automatically evidence of a thorough process.

What matters is whether the recruiter is making meaningful progress towards identifying and securing the right person.

Recruitment Should Be About the Right Appointment, Not Just the Fastest One

At JSL Solutions, we specialise in recruitment across the automotive, commercial vehicle and industrial aftermarket.

Our work includes Area Sales Managers, Business Development Managers, Key Account Managers, Product Managers, Sales Directors and senior leadership positions.

Before establishing JSL Solutions in 2017, I spent more than 18 years working within the automotive aftermarket.

That experience helps me understand the commercial responsibilities behind the job titles and the challenges employers face when positions remain vacant.

We believe the objective should be to identify the best candidate for the business, not simply the best person who happens to be available.

And that means balancing recruitment efficiency with careful candidate assessment.

A vacancy needs filling. But the wrong appointment can be considerably more expensive than taking the time to recruit properly.

Frequently Asked Questions About Automotive Aftermarket Recruitment Timescales

How Long Does It Take a Recruitment Agency to Find an Automotive Aftermarket Candidate?

The timescale depends on the position, candidate requirements, location, salary and availability of suitable individuals. A specialist recruiter may be able to identify and approach relevant candidates quickly, particularly where they already understand the market. However, identifying someone doesn't necessarily mean they're interested, available or suitable. Employers should distinguish between the time needed to produce a shortlist and the time required to secure an accepted offer.

Can an Automotive Aftermarket Recruiter Find Candidates Within Two Weeks?

For some positions, a shortlist may be possible within two weeks, particularly when the requirements are clear and relevant candidates can be approached immediately. More specialised positions may require longer market mapping and candidate discussions. Employers should assess the quality and relevance of the shortlist rather than judging the process solely on speed.

Why Does Automotive Aftermarket Recruitment Sometimes Take Longer Than Expected?

Common reasons include restrictive candidate requirements, salary expectations, limited geographical availability, difficulty engaging employed professionals, interview scheduling delays and lengthy decision-making. Notice periods can also extend the time between offer acceptance and the successful candidate's first working day.

What Is the Typical Notice Period for an Automotive Aftermarket Sales Manager?

Notice periods vary according to the individual's employment contract and seniority. Some Sales Managers may have relatively short notice periods, while others may be required to give several months' notice. Employers should confirm the candidate's actual contractual obligations rather than relying on assumptions based on their job title.

How Can Employers Speed Up the Automotive Aftermarket Recruitment Process?

Employers can reduce unnecessary delays by agreeing clear requirements, offering a realistic remuneration package, organising interview availability, providing prompt feedback and making decisions efficiently. Discussing notice periods early and maintaining communication after offer acceptance can also help the process run smoothly.

Does Using a Specialist Automotive Aftermarket Recruiter Reduce Time-to-Hire?

A specialist recruiter may be able to identify relevant candidates more efficiently because of their industry knowledge, existing relationships and understanding of the market. However, the overall timescale also depends on candidate availability, employer decisions, salary expectations and notice periods. Specialist knowledge can improve the search process, but it doesn't guarantee a particular hiring timescale.

Should Employers Wait for a Candidate with Direct Automotive Aftermarket Experience?

That depends on the position. Some roles require immediate knowledge of specific products, customers or distribution channels. Others may suit candidates with transferable commercial experience from related industries. Employers should consider what the successful candidate must deliver and whether any knowledge gaps can reasonably be addressed through training.

When Does a Recruitment Agency's Placement Fee Become Payable?

The payment arrangements depend on the agreed terms of business and the type of recruitment service. Some agencies invoice when the candidate commences employment, while retained search arrangements may involve payments at agreed stages. Employers should confirm the fee structure, payment terms and any replacement or rebate provisions before the assignment begins.

Looking to Recruit in the Automotive Aftermarket?

Recruiting the right person doesn't have to be unnecessarily complicated.

But it does require a clear understanding of the position, realistic expectations and a recruitment process that keeps both the employer and candidate informed.

At JSL Solutions, we work with manufacturers, distributors and suppliers across the automotive, commercial vehicle and industrial aftermarket.

We combine practical industry experience with specialist recruitment knowledge to help employers identify and secure commercial, technical and leadership professionals.

If you're planning to recruit an Area Sales Manager, Business Development Manager, Key Account Manager, Product Manager, Sales Director or another specialist professional, we'd welcome a conversation.

JSL Solutions – Recruitment. The Right Way.

About the Author

Stewart Lupton – Managing Director, JSL Solutions

Stewart Lupton is the Managing Director of JSL Solutions, a specialist recruitment consultancy established in 2017.

Before entering recruitment, Stewart spent more than 18 years working within the automotive aftermarket, including senior commercial responsibilities and a UK and Ireland Sales Director position.

Today, he specialises in recruiting sales, commercial, marketing, product, technical, operational and senior leadership professionals across the automotive, commercial vehicle and industrial aftermarket.

His background combines practical industry experience with an understanding of the challenges employers face when attracting, assessing and appointing experienced professionals.