The Benefits of Retained Search for Senior Sales Recruitment in 2026

Recruiting a Sales Director, Commercial Director or Head of Sales is rarely straightforward.

These are appointments that can influence the commercial direction of a business for years. The right person can develop new markets, strengthen customer relationships, improve sales performance and build a more effective team.

The wrong appointment can be expensive, disruptive and difficult to recover from.

Yet many businesses approach senior sales recruitment in much the same way as they would recruit an Area Sales Manager or Account Manager.

They advertise the vacancy, brief several recruitment agencies and wait for CVs.

Sometimes that approach works.

However, when the requirement involves finding a commercially proven leader with specialist industry knowledge, the strongest candidates are often not actively looking for another position.

They are already employed, performing successfully and unlikely to respond to a job advertisement.

This is where retained search can offer significant advantages.

Rather than competing to submit candidates as quickly as possible, a retained recruitment partner works exclusively with the employer to identify, approach and assess the most suitable people in the market.

For businesses operating within the automotive aftermarket, commercial vehicle aftermarket and industrial distribution sectors, that more focused approach can be particularly valuable.

Key Takeaways

• Retained search provides a dedicated recruitment process focused on identifying the right candidate rather than simply generating applications.

• It is particularly valuable for senior sales, commercial and leadership appointments where specialist market knowledge is essential.

• A structured search can reach experienced professionals who are not actively looking for another role.

• Market mapping enables employers to understand the available talent pool before making recruitment decisions.

• Candidate assessment should consider commercial achievements, leadership capability, industry knowledge and long-term suitability.

• Retained recruitment offers greater accountability, clearer communication and a consistent approach throughout the hiring process.

• The most appropriate recruitment model depends on the seniority, complexity and urgency of the appointment.

Why Senior Sales Recruitment Requires a Different Approach

Recruiting a senior sales leader is fundamentally different from filling many other commercial vacancies.

A successful Area Sales Manager may need strong customer relationships, product knowledge and the ability to develop a territory.

A Sales Director or Commercial Director needs those capabilities alongside a much broader understanding of the business.

They may be responsible for:

• Developing and delivering commercial strategy.

• Managing national or international sales teams.

• Building relationships with major customers and distribution partners.

• Improving profitability and gross margin.

• Identifying new routes to market.

• Developing future sales leaders.

• Managing change.

• Supporting wider business growth.

In the automotive and industrial aftermarket, these responsibilities often require a detailed understanding of manufacturers, distributors, buying groups, end users and increasingly complex supply chains.

Finding someone who combines these capabilities with the right leadership style can be challenging.

The available candidate pool is often smaller than employers initially expect.

This is one reason a proactive search can be more effective than relying solely on advertised vacancies.

Why Can Contingent Recruitment Be Less Effective for Senior Sales Appointments?

Contingent recruitment operates on a success-fee basis.

The employer generally pays the recruitment agency when a candidate is successfully appointed.

For many vacancies, this model works extremely well.

It can provide flexibility, access to multiple recruitment suppliers and relatively little financial commitment before an appointment is made.

However, it can create challenges when recruiting for specialist senior positions.

When several agencies are instructed simultaneously, each may be working with limited information and without certainty that their investment in the assignment will result in a fee.

This can encourage a greater focus on candidates who are readily available.

It can also create duplication, with the same candidates approached by multiple agencies about the same opportunity.

For a senior appointment, that may not create the best impression of the hiring organisation.

There is another consideration.

Experienced commercial leaders are often cautious about discussing opportunities when they do not fully understand the business, its challenges or the reasons behind the appointment.

A generic approach is unlikely to generate much interest.

A detailed, credible conversation about the commercial opportunity is far more effective.

Does Contingent Recruitment Always Mean Lower Candidate Quality?

No.

An experienced specialist recruiter can deliver excellent candidates through either a contingent or retained model.

The quality of the recruiter, their industry knowledge and the relationship they have with the employer are more important than the fee structure alone.

However, retained search creates a different level of mutual commitment.

The employer commits to one recruitment partner, and the recruiter commits dedicated time and resources to completing the assignment.

This can make a significant difference when the search requires detailed market research, confidential approaches and multiple conversations with candidates who are not actively looking.

What Is Retained Search in Senior Sales Recruitment?

Retained search is a recruitment arrangement in which an employer appoints a recruitment consultancy to manage a defined assignment, usually on an exclusive basis.

The fee is commonly agreed in advance and paid in stages, although the exact structure varies between consultancies.

Unlike a traditional contingent assignment, the recruiter is engaged to carry out a structured search rather than simply being paid for introducing the successful candidate.

The process typically includes:

• Detailed consultation with the hiring organisation.

• Agreement on the role and candidate requirements.

• Market mapping.

• Identification of potential candidates.

• Confidential direct approaches.

• Candidate screening and assessment.

• Shortlist presentation.

• Interview coordination.

• Offer management.

• Support through resignation and onboarding.

The objective is to identify the strongest available candidates, including those who would not ordinarily apply for the vacancy.

Why Does Exclusivity Matter?

Exclusivity allows the recruiter to represent the opportunity consistently.

Rather than several agencies approaching the same market with potentially different information, one specialist manages the process.

This creates several advantages.

Candidates receive a consistent explanation of the opportunity.

The employer has one point of contact.

Feedback is easier to manage.

The recruitment partner can invest more time in researching the market and approaching individuals who may require several conversations before considering a move.

For senior appointments, where confidentiality and credibility are important, this can make the process more professional for everyone involved.

The Importance of Passive Candidates in Senior Sales Recruitment

One of the biggest misconceptions in recruitment is that the strongest candidates are actively looking for another job.

Many are not.

They may be performing successfully, earning well and enjoying established relationships with their customers and colleagues.

However, that does not necessarily mean they would reject an interesting opportunity.

They may be open to a conversation about:

• Greater commercial responsibility.

• A broader leadership role.

• International exposure.

• Career progression.

• A more entrepreneurial environment.

• A different leadership culture.

• The opportunity to influence business strategy.

The challenge is identifying these individuals and creating enough interest for them to explore the opportunity.

This is where specialist market knowledge becomes valuable.

At JSL Solutions, our recruitment approach is built around proactively identifying and engaging experienced professionals across the automotive and industrial aftermarket.

Our recruitment data has shown that approximately 88% of our placements have involved candidates sourced through proactive approaches and established relationships rather than relying solely on applications.

This illustrates why direct search and professional networks are important when recruiting for specialist commercial positions.

Why Are Passive Candidates Often More Difficult to Engage?

Someone actively looking for a new role already has a reason to consider opportunities.

A passive candidate needs a compelling reason to start that conversation.

Simply offering a higher salary may not be enough.

They need to understand:

• Why the vacancy exists.

• What the business wants to achieve.

• The commercial challenges involved.

• Who they would report to.

• How much influence they would have.

• What opportunities exist for progression.

A specialist recruiter who understands the sector and has been properly briefed can discuss these points with greater credibility.

That is particularly important when approaching experienced Sales Directors, Commercial Directors and senior managers who receive regular recruitment approaches.

Which Senior Sales Roles Benefit Most From Retained Search?

Retained search can be particularly appropriate when an appointment is commercially important, confidential or difficult to fill.

Within the automotive and industrial aftermarket, these appointments may include:

Sales Director

Responsible for leading the sales function, developing commercial strategy, managing performance and delivering revenue growth.

Commercial Director

A broader appointment that may include responsibility for sales, pricing, profitability, customer strategy and business development.

Head of Sales

Often responsible for leading regional or national sales teams, improving sales processes and delivering agreed commercial objectives.

National Sales Manager

Typically responsible for developing and managing a national sales operation, including regional managers, key accounts and distribution partners.

Business Development Director

Focused on identifying new markets, developing strategic relationships and creating long-term commercial opportunities.

Managing Director or General Manager

Senior leadership appointments where commercial expertise is combined with responsibility for wider business performance, people and strategy.

The important consideration is not simply the job title.

It is the complexity of the appointment and the potential impact of getting it wrong.

Why Specialist Industry Knowledge Matters

A generalist recruitment agency may understand the responsibilities of a Sales Director.

However, understanding the commercial realities of the automotive and industrial aftermarket requires more detailed sector knowledge.

For example, recruiting a Sales Director for an automotive parts manufacturer involves different considerations from recruiting someone into an industrial distribution business.

Both positions may require strong leadership and commercial skills.

However, the customer base, distribution channels, product complexity and commercial pressures may be very different.

A specialist recruiter should understand these differences.

They should also recognise when experience from an adjacent sector could be relevant.

A candidate from filtration, hydraulics, industrial consumables or technical distribution may possess transferable skills that make them suitable for an automotive or commercial vehicle aftermarket appointment.

The ability to identify those transferable capabilities can significantly widen the candidate pool.

It also prevents employers from repeatedly searching the same small group of direct competitors.

How Does Retained Search Improve Candidate Assessment?

A strong retained search process should involve more than reviewing CVs and conducting introductory interviews.

For senior sales appointments, employers need to understand what candidates have genuinely achieved.

A CV may describe:

"Increased sales by 25%."

That sounds impressive.

But it raises several questions.

Was the growth achieved through new customer acquisition?

Was it driven by price increases?

Did the wider market grow at the same rate?

Was the candidate personally responsible for the result?

Did they inherit an established team?

How much of the growth was profitable?

These questions help distinguish between someone who has worked within a successful business and someone who has personally contributed to its success.

What Should Employers Assess in a Senior Sales Candidate?

A structured assessment should consider five main areas.

1. Commercial achievements

Look beyond headline revenue figures.

Understand how results were achieved and the candidate's personal contribution.

2. Leadership capability

Explore how the candidate manages, motivates and develops people.

A successful salesperson does not automatically become a successful Sales Director.

3. Strategic thinking

Assess how the candidate approaches market development, customer segmentation, pricing and business growth.

4. Industry understanding

Consider their knowledge of distribution channels, customers, competitors and commercial pressures.

5. Cultural and organisational alignment

Understand whether their leadership style and approach are appropriate for the organisation.

A candidate who succeeds within a highly structured multinational business may not necessarily enjoy working in a smaller, entrepreneurial organisation.

Equally, someone accustomed to significant autonomy may struggle within a more tightly controlled environment.

Neither background is inherently better.

The important question is which is appropriate for the business and its objectives.

Compensation and Package Structuring for Senior Sales Leaders

One of the most common challenges in senior sales recruitment is understanding what it will take to attract the right person.

A competitive basic salary is important, but it is rarely the only consideration.

Experienced Sales Directors, Commercial Directors and Heads of Sales will usually assess the complete opportunity before deciding whether to move.

This includes:

• Basic salary.

• Performance-related bonus.

• Company car or car allowance.

• Pension contributions.

• Private healthcare and other benefits.

• Long-term incentive arrangements, where applicable.

• The scale of the commercial responsibility.

• The opportunity to influence business strategy.

• Career progression and long-term security.

For senior appointments, the financial package must also reflect the expectations placed on the individual.

A business expecting a Sales Director to transform commercial performance, develop new markets and manage a substantial team must recognise the level of responsibility involved.

How Should Businesses Structure a Senior Sales Compensation Package?

The starting point should be a realistic understanding of the market.

Salary expectations vary considerably depending on the sector, company size, location and responsibilities.

A National Sales Manager within a regional distribution business may have a very different package from a Commercial Director managing several international markets.

The bonus structure is equally important.

For example, a senior sales leader may be expected to deliver revenue growth, but if their bonus is based entirely on turnover, there may be little incentive to protect profitability.

Employers should consider rewarding a combination of relevant measures, such as:

• Revenue growth.

• Gross margin improvement.

• New customer acquisition.

• Strategic account development.

• Team performance.

• Market expansion.

• Achievement of agreed commercial objectives.

The measures should reflect what the individual can realistically influence.

A well-structured package should reward the outcomes the business genuinely wants to achieve.

Why Is Salary Benchmarking Important Before Starting a Search?

Businesses sometimes begin recruiting before establishing whether their proposed salary is competitive.

This can create problems later.

The recruiter may identify excellent candidates, only to discover that the employer's budget is significantly below market expectations.

Alternatively, the employer may be offering a competitive package but failing to communicate its full value.

A specialist recruitment partner can provide an informed view of candidate expectations based on current recruitment activity and conversations within the sector.

This allows the employer to make decisions before approaching the market.

For retained appointments, agreeing the package at the beginning helps avoid unnecessary delays and difficult conversations later.

Permanent Versus Interim Sales Leadership: Which Is Right?

Not every senior commercial requirement necessarily calls for a permanent appointment.

Some businesses need experienced leadership for a defined period.

This may arise when:

• A Sales Director leaves unexpectedly.

• A business is undergoing restructuring.

• A company is integrating an acquisition.

• An owner or Managing Director is stepping back from day-to-day commercial management.

• A new market requires specialist expertise.

• The organisation needs time to recruit a permanent leader.

In these circumstances, an interim Sales Director or Commercial Director may provide a practical solution.

What Are the Advantages of an Interim Sales Director?

An experienced interim leader can provide immediate support during a period of uncertainty.

They may help stabilise the sales team, maintain customer relationships and introduce improvements while the organisation considers its longer-term requirements.

Interim appointments can also be useful when a business needs a particular capability for a limited period.

However, they are not always the most appropriate solution.

An interim appointment may be more expensive on a day-rate basis, and the individual may have limited time to deliver sustainable change.

A permanent appointment is generally more suitable when the organisation needs someone to build and develop the commercial function over several years.

The decision should be based on the business challenge rather than simply how quickly someone can start.

What Are the IR35 Considerations for Interim Sales Appointments?

Where an interim leader provides services through their own intermediary, such as a personal service company, the UK's off-payroll working rules may need to be considered.

The relevant responsibilities depend on the circumstances, including the size and location of the client organisation and the nature of the engagement.

Employment status is assessed by considering the actual contractual terms and working arrangements.

Factors may include:

• The degree of control exercised by the client.

• Whether there is a genuine right of substitution.

• The obligations between the parties.

• Financial risk.

• The overall nature of the working relationship.

An interim Sales Director is not automatically inside or outside IR35 because of their job title.

Employers should obtain appropriate tax or legal advice when structuring an engagement.

A recruitment consultancy can help coordinate the appointment, but the parties responsible for employment-status decisions must fulfil their own legal obligations.

The Retained Search Process: From Briefing to Appointment

One of the main advantages of retained search is the opportunity to establish a structured process before approaching candidates.

Rather than beginning with a vacancy advertisement, the search starts by understanding the business.

Step 1: Understand the Commercial Challenge

The first stage is to establish why the appointment is required.

Is the business looking to:

• Replace an existing Sales Director?

• Improve underperforming sales territories?

• Develop a new route to market?

• Introduce stronger commercial leadership?

• Expand internationally?

• Restructure its sales operation?

• Prepare for the next stage of growth?

These questions matter because two businesses recruiting a Head of Sales may require very different candidates.

One may need someone who can introduce structure and accountability.

Another may need an entrepreneurial leader capable of developing new markets with limited resources.

Understanding the commercial challenge makes it easier to identify the right experience and leadership style.

Step 2: Agree the Candidate Profile

Once the objectives are understood, the employer and recruitment partner should agree the essential requirements.

These may include:

• Relevant industry experience.

• Leadership responsibilities.

• Commercial achievements.

• Customer and distribution knowledge.

• Geographic experience.

• Technical understanding.

• Strategic capabilities.

• Management style.

• Salary expectations.

It is important to distinguish between essential and desirable experience.

A candidate who has worked for a direct competitor may appear ideal on paper.

However, someone from an adjacent industrial sector may offer stronger leadership, broader commercial thinking or greater experience managing change.

A well-defined brief should allow the recruiter to recognise both possibilities.

Step 3: Map the Relevant Market

Market mapping is one of the most valuable elements of a structured retained search.

Rather than relying entirely on applications or an existing database, the recruiter identifies relevant organisations and potential candidates.

This may involve examining:

• Direct competitors.

• Manufacturers operating in related markets.

• Distribution businesses.

• Relevant service providers.

• Adjacent industrial sectors.

• Organisations with similar commercial structures.

The objective is to understand where suitable experience exists.

This also helps identify potential limitations in the market.

For example, a business may discover that relatively few candidates combine its preferred industry experience, leadership background, location and salary expectations.

Knowing this early allows the employer to make informed decisions rather than waiting until the search becomes difficult.

Step 4: Approach and Engage Potential Candidates

Once the target market has been identified, the recruiter begins approaching suitable individuals.

For passive candidates, the initial conversation is particularly important.

It should explain the opportunity clearly while respecting confidentiality.

The recruiter needs to understand:

• The candidate's current responsibilities.

• Their commercial achievements.

• Their career ambitions.

• What might encourage them to move.

• Their salary expectations.

• Their concerns about changing employers.

Not every suitable candidate will be interested.

That is a normal part of the process.

However, even when someone declines, the conversation may provide useful market intelligence about compensation, career expectations or the attractiveness of the opportunity.

Step 5: Assess and Shortlist Candidates

The next stage is to assess interested candidates against the agreed requirements.

This should involve more than comparing job titles and employers.

A candidate's experience should be explored in detail.

For example:

Commercial performance: What have they achieved, and what was their personal contribution?

Leadership: How have they developed teams and managed underperformance?

Strategic thinking: How have they identified opportunities and improved commercial results?

Market knowledge: How well do they understand the relevant customers and routes to market?

Motivation: Why would they consider leaving their current employer?

Long-term suitability: Does the opportunity align with their career expectations?

The aim is to present a manageable shortlist of credible candidates supported by meaningful assessment and relevant evidence.

Where appropriate and with the necessary consent, references and other verification can provide additional reassurance later in the process.

Step 6: Manage Interviews and Feedback

A retained recruitment partner should remain actively involved throughout the interview process.

This includes helping the employer:

• Structure interviews.

• Compare candidates consistently.

• Understand candidate concerns.

• Provide timely feedback.

• Coordinate further meetings.

• Maintain candidate engagement.

Senior candidates are often balancing demanding roles and may have limited availability.

Poor communication or lengthy delays can damage their interest.

A structured process helps maintain momentum without rushing important decisions.

Step 7: Manage the Offer and Appointment

Reaching the offer stage does not guarantee a successful appointment.

Experienced commercial leaders may need to consider:

• Their current remuneration.

• Outstanding bonus payments.

• Notice periods.

• Existing customer and team relationships.

• Family circumstances.

• Career risk.

• The possibility of a counteroffer.

A specialist recruitment partner can help both parties understand these considerations before a formal offer is made.

The objective is to avoid unnecessary surprises and ensure the candidate is making an informed decision.

Step 8: Support the Transition

The recruitment process should not simply end when the offer is accepted.

Senior appointments can involve notice periods of several months.

Maintaining contact during this period helps address concerns and keep the candidate engaged.

Once the individual joins, the employer should provide a clear onboarding plan covering:

• Commercial objectives.

• Key customer relationships.

• Internal stakeholders.

• Team introductions.

• Performance expectations.

• Initial priorities.

• Regular management reviews.

A successful appointment is not simply someone accepting an offer.

It is someone joining, contributing and remaining with the business.

Does Retained Search Reduce the Risk of a Poor Hire?

Retained search cannot eliminate recruitment risk.

No recruitment model can guarantee that every appointment will be successful.

However, a structured search can reduce some of the risks associated with senior appointments.

It allows more time to:

• Define the role properly.

• Understand the available candidate market.

• Identify passive candidates.

• Assess commercial achievements.

• Explore leadership capability.

• Understand candidate motivation.

• Manage expectations.

• Maintain communication throughout the process.

These activities are valuable because senior appointments have consequences beyond the recruitment fee.

A poor Sales Director appointment can affect customer relationships, team morale, commercial strategy and business performance.

The cost may include lost opportunities, disrupted relationships and the time required to restart the recruitment process.

For a business making a commercially critical appointment, investing more effort in the search can be a sensible decision.

Why Long-Term Retention Matters in Senior Sales Recruitment

The value of a recruitment appointment should not be measured solely by how quickly someone starts.

Retention is equally important.

A candidate may interview well, accept the offer and join the business, but that does not necessarily mean the appointment will be successful over the longer term.

The individual must be able to deliver the required results and work effectively within the organisation.

At JSL Solutions, long-term candidate retention is an important measure of recruitment performance.

Our historical placement data has demonstrated retention rates of approximately 92% over 12 months.

This reflects the importance of understanding the candidate and the employer rather than focusing exclusively on technical suitability.

For senior sales appointments, this means considering:

• Leadership expectations.

• The organisation's culture.

• Commercial objectives.

• Management autonomy.

• Career progression.

• Long-term motivation.

These factors can be just as important as industry knowledge.

Is Retained Search More Expensive Than Contingent Recruitment?

Retained recruitment is often perceived as more expensive because the employer makes a financial commitment before the appointment is completed.

However, the overall cost depends on the fee structure and the service being provided.

Retained executive search fees are commonly calculated as a percentage of the agreed remuneration package, with payments made at defined stages.

Some specialist consultancies may offer alternative arrangements, including fixed fees.

Employers should establish:

• The total recruitment fee.

• When payments become due.

• What services are included.

• Whether the assignment is exclusive.

• How candidate assessment is conducted.

• What happens if the search is unsuccessful.

• Any replacement or guarantee provisions.

The cheapest recruitment fee does not necessarily represent the best value.

Equally, paying a higher fee does not automatically guarantee a better result.

The important consideration is whether the recruitment partner has the knowledge, experience and commitment required to complete the assignment effectively.

When Should a Business Consider Retained Search?

Retained search may be particularly appropriate when:

• The appointment is commercially critical.

• The available candidate pool is limited.

• The role requires specialist sector knowledge.

• The strongest candidates are unlikely to be actively looking.

• Confidentiality is important.

• Previous recruitment attempts have been unsuccessful.

• The employer wants one accountable recruitment partner.

• The position requires detailed assessment of leadership and commercial capability.

It may be less appropriate for straightforward vacancies where there is a strong pool of active candidates and a conventional recruitment process is likely to work well.

The best recruitment model should reflect the complexity and importance of the appointment.

Frequently Asked Questions

Why should organisations choose retained search for senior sales roles?

Retained search provides a dedicated and structured approach to recruiting commercially important senior sales positions.

It enables a specialist recruitment partner to conduct detailed market mapping, approach passive candidates and assess suitability against clearly defined requirements.

It can be particularly valuable when the role is difficult to fill or requires specialist industry knowledge.

What is the difference between contingent recruitment and retained search?

Contingent recruitment generally involves paying a fee only when a successful appointment is made.

Retained search involves appointing a recruitment consultancy to manage a defined assignment, usually exclusively, with fees commonly paid in stages.

Both models can be effective.

Retained search is particularly suited to appointments requiring extensive market research, proactive candidate engagement and dedicated recruitment resources.

How much do executive search firms charge for retained Sales Director recruitment?

Fees vary according to the seniority of the appointment, the complexity of the search and the recruitment consultancy's commercial model.

Some firms charge a percentage of the candidate's remuneration package, while others offer fixed-fee arrangements.

Employers should agree the total fee, payment stages, scope of work and any replacement provisions before starting the assignment.

What qualifications and experience should a senior sales leader have?

The requirements depend on the business and the commercial challenges involved.

Employers should generally assess proven commercial achievements, leadership capability, strategic thinking, customer understanding and the ability to deliver sustainable results.

Formal qualifications may be relevant, but they should not automatically outweigh demonstrated commercial performance and suitable experience.

How does retained search help businesses reach passive candidates?

A retained recruitment partner conducts targeted market research and approaches suitable professionals directly.

Because the recruiter has a detailed understanding of the employer and the opportunity, they can explain the commercial challenge and potential career benefits more effectively than a generic recruitment approach.

This can encourage experienced professionals who are not actively job hunting to consider the opportunity.

Can retained search be used for interim Sales Director appointments?

Yes.

A structured search can help identify experienced interim leaders for businesses undergoing change, restructuring or a temporary leadership gap.

Where the engagement involves a personal service company or another intermediary, the relevant employment-status and off-payroll working rules should be considered.

Does retained search guarantee a successful appointment?

No recruitment process can guarantee success.

However, retained search provides the opportunity for detailed briefing, broader candidate identification, structured assessment and consistent communication.

These measures can improve the quality of the hiring decision and reduce avoidable recruitment risks.

Looking to Recruit a Senior Sales Leader?

Recruiting a Sales Director, Commercial Director or Head of Sales is an important commercial decision.

Whether you are replacing an existing leader, restructuring your sales operation or preparing for the next stage of growth, identifying the right person requires more than simply advertising the vacancy.

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

Our approach combines specialist industry knowledge, proactive candidate sourcing and a detailed understanding of the commercial challenges facing manufacturers, distributors and service providers.

We work with employers through exclusive and retained recruitment arrangements, depending on the nature of the assignment and the level of support required.

If you are considering a senior commercial appointment and would like to discuss the most appropriate recruitment approach, we would be pleased to have a conversation.

JSL Solutions – Recruitment...The Right Way.

About the Author

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

Before moving into recruitment, Stewart spent more than 18 years working within the automotive aftermarket, including senior commercial roles with established manufacturers and suppliers.

His experience includes Sales Director responsibility for the UK and Ireland, providing first-hand insight into the commercial and leadership challenges faced by businesses across the sector.

Today, Stewart works with manufacturers, distributors and service providers across the automotive and industrial aftermarket, recruiting sales, marketing, product, technical, operational and senior leadership professionals.

His approach combines practical industry experience with specialist recruitment knowledge, helping businesses identify candidates who offer both the capabilities and long-term suitability required for successful appointments.