Why Specialist Automotive Aftermarket Recruitment Agencies Deliver Better Hiring Decisions

You've advertised the position. You've received applications. You've reviewed CVs from people with impressive sales experience.

But something isn't quite right.

Perhaps the candidates have spent their careers selling vehicles rather than components. Maybe they understand retail customers but have little experience working with distributors, motor factors or buying groups.

Or perhaps their CVs look suitable, but when you start discussing the realities of your market, it becomes clear that their experience doesn't quite match what your business needs.

It's a familiar challenge for companies recruiting across the automotive and commercial vehicle aftermarket.

Finding someone with the right job title is relatively straightforward. Finding someone with the right experience, commercial understanding and motivation is considerably more difficult.

And that is where specialist recruitment can make a difference.

However, there's an important distinction worth making.

Simply calling yourself a specialist automotive aftermarket recruitment agency doesn't automatically make you better at recruiting.

The value comes from understanding the industry, knowing where to find suitable candidates and being able to assess whether their experience will genuinely translate into success.

In this article, we'll explore why recruiting within the automotive aftermarket requires a different approach, when industry experience matters, when transferable skills can be just as valuable and what employers should look for when choosing a recruitment partner.

Key Takeaways

• Automotive aftermarket recruitment is different from general motor trade recruitment because of its commercial structures, distribution channels and specialist product requirements.

• Understanding the difference between manufacturers, distributors, motor factors, buying groups and workshop customers can improve candidate assessment.

• Many experienced candidates are not actively applying for jobs, making proactive sourcing an important part of specialist recruitment.

• Direct aftermarket experience isn't always essential. Candidates from related industrial and technical sectors can bring valuable transferable skills.

• Job titles and impressive CVs don't necessarily demonstrate the commercial capabilities needed for a particular position.

• A specialist recruiter should help employers define what success looks like before approaching candidates.

• Choosing a recruitment partner should involve assessing their industry knowledge, recruitment methodology, communication and track record.

Why Is Automotive Aftermarket Recruitment Different from General Motor Trade Recruitment?

The automotive aftermarket is often grouped together with the wider motor trade.

However, recruiting for a vehicle dealership is not necessarily the same as recruiting for a component manufacturer, parts distributor or commercial vehicle aftermarket supplier.

The customers are different.

The sales processes are different.

The routes to market are different.

And the commercial relationships can be considerably more complex than they first appear.

For example, an Area Sales Manager working for a component manufacturer may be responsible for developing relationships with independent motor factors, buying groups, national distributors and workshops.

Their success could depend on understanding product availability, pricing structures, margins, competitor activity and the relationships between different parts of the distribution chain.

Compare that with someone whose experience has been selling vehicles directly to consumers.

Both individuals may have strong sales skills.

Both may be confident communicators and effective negotiators.

But their experience is not necessarily interchangeable.

The challenge for employers is understanding which differences matter and which skills can be transferred.

A specialist automotive aftermarket recruiter should be able to help answer that question.

Understanding the Automotive Aftermarket Supply Chain

The automotive aftermarket involves several interconnected businesses.

These include:

• Original equipment and aftermarket component manufacturers.

• Commercial vehicle parts suppliers.

• National and independent distributors.

• Motor factors and buying groups.

• Workshop equipment and diagnostic suppliers.

• Technical service and training providers.

• Fleet maintenance and repair organisations.

• Specialist industrial suppliers serving related markets.

Each operates within a different commercial environment.

A Key Account Manager working for a manufacturer may be negotiating supply agreements with national distributors.

An Area Sales Manager may be developing business through independent motor factors and workshops.

A Product Manager may be responsible for pricing, range development, product availability and supplier relationships.

A Technical Trainer may need to explain complex systems to workshop technicians and distributors.

The job titles might look familiar, but the knowledge required can be quite specific.

This is why understanding the industry matters when assessing candidates.

Why Does Industry Experience Matter in Automotive Aftermarket Recruitment?

There's a difference between understanding an industry from the outside and having worked within it.

Both perspectives can be valuable.

But practical industry experience can provide an additional understanding of the challenges employers and candidates face.

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

That included positions with companies such as Valeo, TMD Friction and Federal-Mogul, along with senior commercial responsibilities, including Sales Director for the UK and Ireland.

During that time, I experienced many of the challenges that businesses face when developing sales teams, managing customer relationships and delivering commercial growth.

I've also experienced recruitment from the hiring manager's side.

And that changes the questions you ask.

For example, when discussing an Area Sales Manager vacancy, I'm interested in more than whether someone has previously held that title.

I want to understand how they've developed their territory.

What types of customers have they managed?

Have they inherited an established customer base or built relationships from scratch?

How do they approach customers who already have strong relationships with competing suppliers?

What happens when a distributor challenges pricing or a customer becomes dissatisfied with product availability?

These questions help establish how someone actually works.

Why Job Titles Don't Always Tell the Whole Story

Consider two candidates applying for the same Regional Sales Manager position.

Both have ten years of experience.

Both have worked within the automotive aftermarket.

Both have managed territories and achieved sales targets.

On paper, they may appear equally suitable.

But their experience could be very different.

One may have spent most of their career managing established accounts with strong brand recognition and consistent customer demand.

The other may have developed an underperforming territory, introduced new product ranges and won business from established competitors.

Neither candidate is automatically better.

It depends on what the employer needs.

If the business wants someone to maintain and develop established relationships, the first candidate may be ideal.

If it needs someone to open new accounts and challenge an established market, the second may be more suitable.

Good recruitment isn't simply about identifying experience. It's about understanding how that experience relates to the challenges of the position.

That is where detailed conversations with both the employer and the candidate become important.

Why Is Finding Experienced Automotive Aftermarket Candidates So Difficult?

One of the biggest challenges is that many experienced professionals aren't actively looking for another job.

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

They have little reason to spend their evenings searching job boards.

That doesn't necessarily mean they would never consider another opportunity.

They may be interested in greater responsibility, a different leadership environment, stronger career progression or the chance to join a business with an ambitious strategy.

But they are unlikely to discover those opportunities if the recruitment process relies entirely on advertising.

Why Job Advertising Alone May Not Be Enough

Job advertisements remain an important recruitment tool.

They can attract suitable candidates who are actively looking for work.

However, an advertisement only reaches people who see it and decide to respond.

For specialist positions, that may represent a relatively small proportion of the potential candidate market.

Consider a manufacturer recruiting a National Account Manager with established relationships across major automotive distributors.

There may be several suitable people already working for competing manufacturers or related businesses.

But how many are actively looking for work at that particular moment?

And how many would recognise the opportunity as something worth considering from a job advertisement alone?

This is why proactive recruitment can be valuable.

How Do Specialist Automotive Aftermarket Recruiters Find Candidates?

A structured specialist search may involve:

• Identifying companies employing people with relevant experience.

• Mapping individuals working in comparable positions.

• Approaching suitable candidates discreetly.

• Understanding their current responsibilities and motivations.

• Assessing whether their experience matches the employer's requirements.

• Discussing the opportunity with people who may not have considered moving.

The important part isn't simply finding names.

It's establishing whether someone has the right capabilities and whether the opportunity offers a genuine reason to consider changing employers.

A candidate who is happy in their current position may need a compelling reason to have that conversation.

And that reason won't always be salary.

Career progression, leadership, company direction and the opportunity to make a difference can be equally important.

A specialist recruitment process should explore these factors rather than assuming that everyone will move for more money.

Does the Best Candidate Always Need Automotive Aftermarket Experience?

Not necessarily.

This is something I believe employers should consider carefully before beginning a recruitment campaign.

There are positions where direct automotive aftermarket experience is extremely valuable.

For example, a National Account Manager responsible for established relationships with major motor factors and buying groups may need an immediate understanding of those customers.

A Product Manager responsible for complex automotive components may require detailed technical knowledge.

A senior commercial leader joining a business undergoing significant change may benefit from understanding the industry's distribution structures and competitive environment.

However, not every position requires someone who has spent their entire career in the automotive aftermarket.

And insisting on direct industry experience can sometimes unnecessarily restrict the available candidate market.

When Can Transferable Skills Be More Important Than Industry Experience?

Consider a company recruiting a Business Development Manager.

The business wants someone who can develop new customers, build relationships with distributors and increase sales across a defined territory.

Would someone who has spent ten years selling industrial components through distributors be unsuitable simply because they haven't previously worked in the automotive aftermarket?

Not necessarily.

They may already understand:

• Selling through distribution networks.

• Managing commercial relationships.

• Negotiating pricing and margins.

• Developing territories.

• Supporting technical products.

• Working with manufacturers and end users.

• Identifying opportunities within established markets.

They may need to develop their knowledge of automotive products and customers.

But their commercial experience could be highly relevant.

The same principle can apply to candidates from industrial tools, workshop equipment, engineering supplies, filtration, lubricants and other related sectors.

Why Wider Industrial Knowledge Can Help Recruitment

At JSL Solutions, our recruitment work extends beyond the automotive and commercial vehicle aftermarket into related industrial sectors.

That wider perspective can be useful when identifying transferable skills.

For some vacancies, the best candidate may already work for a direct competitor.

For others, the right person may come from a business the employer hadn't initially considered.

The important question is whether the candidate can perform the role successfully.

Industry experience should be treated as a genuine requirement where it matters, not an automatic condition for every vacancy.

This approach can help employers access a wider candidate market without compromising the capabilities needed for the position.

Why a Good CV Doesn't Always Mean a Good Appointment

A CV is useful.

It provides an overview of someone's career, responsibilities and achievements.

But it doesn't tell you everything.

A candidate may have worked for several well-known aftermarket manufacturers.

They may have held senior positions and managed significant accounts.

However, that doesn't automatically mean they're right for your business.

The circumstances in which someone has been successful are important.

For example, a salesperson working for a recognised market-leading brand may have benefited from strong customer demand and an established distribution network.

Someone working for a smaller supplier may have needed to work considerably harder to develop awareness and win business.

Both could be excellent salespeople.

But their experience may be better suited to different environments.

What Should Employers Look for Beyond the CV?

There are several areas worth exploring.

Commercial achievements

What has the candidate actually delivered?

Have they increased sales, improved margins, developed new accounts or successfully managed important customer relationships?

The circumstances behind those achievements

Were they working in a growing market?

Did they inherit established accounts?

Were they responsible for developing new business?

Leadership style

For management appointments, how do they develop people, handle difficult conversations and manage performance?

Adaptability

Can they work effectively in a different business environment?

Someone moving from a large multinational manufacturer to an independently owned distributor may need to adapt to a different decision-making structure.

Motivation

Why are they considering leaving their current employer?

And what are they hoping to achieve in their next position?

Long-term suitability

Does the opportunity align with their career ambitions and expectations?

These conversations help employers look beyond job titles and assess whether the candidate is likely to succeed in the role.

What Does a Poor Automotive Aftermarket Appointment Actually Cost?

The cost of a poor appointment goes well beyond the recruitment fee.

Consider a manufacturer recruiting an Area Sales Manager to develop an important territory.

The company appoints someone with an impressive CV and strong interview performance.

However, several months later, it becomes clear that the individual is struggling to develop the required customer relationships.

Perhaps their previous experience was focused on managing established accounts rather than winning new business.

Maybe they are uncomfortable working independently across a large territory.

Or perhaps the position was never clearly defined in the first place.

Whatever the reason, the business now has a problem.

The Wider Commercial Impact of a Poor Hire

Potential consequences include:

Lost sales opportunities

Customers who could have been developed remain with competitors.

Management time

Senior managers spend additional time supporting performance rather than concentrating on other responsibilities.

Customer relationships

Inconsistent communication or poor account management can damage customer confidence.

Recruitment and onboarding costs

The business may need to restart recruitment and invest further time in training another employee.

Team morale

An unsuccessful appointment can create uncertainty, particularly where the position involves leadership responsibilities.

Delayed business development

An important territory or strategic project may lose momentum.

Not every unsuccessful appointment results from poor recruitment.

Business circumstances change, and even well-assessed candidates can encounter unexpected difficulties.

However, a thorough recruitment process can help employers identify potential concerns before making an appointment.

Why Understanding the Role Before Recruiting Matters

One of the most useful things a recruitment partner can do is challenge the initial brief.

For example, an employer may say they need an experienced automotive aftermarket Area Sales Manager.

But what does experienced mean?

Do they need someone with existing motor factor relationships?

Someone who understands a particular product category?

A salesperson who can develop new business?

Or someone capable of managing strategically important existing accounts?

These are different requirements.

And they may lead to different candidate searches.

Before approaching the market, employers should be clear about what success looks like.

What should the person achieve in their first six months?

What challenges will they inherit?

What experience is genuinely essential?

Which skills could be developed?

What type of management environment will they be joining?

The clearer the answers, the more focused the recruitment process can become.

How Can Specialist Recruitment Improve Hiring Outcomes?

A specialist recruitment agency shouldn't simply act as a CV supplier.

Its value should come from understanding the requirement, identifying suitable candidates and helping the employer make an informed decision.

That involves several stages.

Understanding the Business

Before searching for candidates, the recruiter should understand the company's products, customers, commercial structure and objectives.

For example, recruiting a National Account Manager for a component manufacturer requires an understanding of the accounts involved and the commercial responsibilities attached to the position.

Recruiting a Product Manager may require a detailed discussion about product ranges, technical requirements and supplier relationships.

The search should reflect those differences.

Identifying the Right Candidate Market

Once the role is understood, the recruiter can identify the businesses and sectors most likely to employ suitable candidates.

That may involve direct competitors.

It may also involve manufacturers, distributors or industrial businesses with relevant transferable skills.

The aim is to build a realistic target market rather than relying on a narrow list of job titles.

Engaging Suitable Candidates

Approaching experienced professionals requires more than sending a generic message.

Candidates want to understand why the opportunity might be relevant to them.

That means explaining the responsibilities, business direction, career prospects and potential challenges.

An experienced candidate is more likely to engage when the conversation demonstrates an understanding of their current role and career.

Assessing Suitability

A good recruitment process should explore the candidate's experience, achievements, motivations and expectations.

It should also identify areas where the individual may need support or development.

The objective isn't to present every candidate as perfect.

It's to give the employer an informed view of their suitability.

Supporting the Recruitment Process

Recruitment doesn't finish when a CV is submitted.

Clear communication, interview feedback, salary discussions and managing expectations can all influence the outcome.

This is particularly important when dealing with candidates who are already employed and may be considering several factors before deciding whether to move.

Looking Beyond the Appointment

An appointment should be evaluated on more than whether the candidate accepts the offer.

Long-term suitability matters.

At JSL Solutions, our historical recruitment performance has included approximately 93% retention after 18 months and a 92% exclusive assignment fill rate.

These are historical JSL performance measures rather than industry averages or guarantees of future results.

They reflect why we place importance on understanding the employer, the candidate and the long-term requirements of the position.

The objective is not simply to fill a vacancy. It's to make an appointment that works for both parties.

How to Choose the Right Automotive Aftermarket Recruitment Agency

Not every recruitment agency claiming automotive experience will have the same understanding of the aftermarket.

Some may specialise in dealership recruitment.

Others may concentrate on workshop technicians or volume staffing.

These are legitimate recruitment specialisms, but they are not necessarily the same as recruiting commercial, technical and leadership professionals for aftermarket manufacturers and distributors.

Before choosing an agency, employers should consider several factors.

Step 1: Establish Their Genuine Industry Knowledge

Ask the recruiter about their experience within the automotive aftermarket.

Do they understand the differences between manufacturers, distributors, motor factors and buying groups?

Can they discuss the commercial challenges associated with the position?

Do they understand the types of customers the successful candidate will manage?

An agency with relevant experience should be able to demonstrate its understanding through practical examples.

Step 2: Understand Their Candidate Sourcing Approach

Ask how the agency intends to identify suitable candidates.

Will it rely primarily on advertising?

Does it carry out direct searches?

Which types of businesses will it approach?

Will it consider candidates from related industries where appropriate?

A credible recruitment partner should be able to explain its search strategy and why it is relevant to your vacancy.

Step 3: Ask How Candidates Are Assessed

Finding candidates is only part of the process.

How does the agency establish whether someone is suitable?

Does it explore commercial achievements, career motivations and the circumstances behind previous experience?

Will it provide an informed assessment rather than simply forwarding a CV?

The quality of these conversations can influence the quality of the shortlist.

Step 4: Review Their Track Record and Recruitment Terms

Ask about the agency's experience recruiting similar positions.

Relevant case studies, client feedback and historical performance information can help you assess its suitability.

You should also understand the commercial arrangements.

These may include:

• Recruitment fees.

• Exclusive or retained search arrangements.

• Payment terms.

• Replacement provisions.

• Candidate ownership and introduction terms.

• Communication and reporting expectations.

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

However, a higher fee doesn't automatically guarantee a better service either.

Employers should assess what they are receiving and whether the recruitment approach matches the importance of the position.

Step 5: Consider How the Agency Will Represent Your Business

A recruitment agency acts as an extension of your business when approaching candidates.

The way it communicates can influence how potential employees perceive your organisation.

Does the recruiter understand your company and its objectives?

Can it explain the opportunity accurately?

Will it handle confidential information professionally?

Does it communicate clearly with candidates, including those who are unsuccessful?

These factors matter, particularly within a relatively interconnected industry where professional reputations can develop over many years.

What Questions Should Employers Ask Before Appointing a Specialist Recruiter?

Before engaging an automotive aftermarket recruitment agency, it can be useful to ask a few direct questions.

What experience do you have recruiting this type of position?

Relevant experience matters more than simply having recruited within the wider motor trade.

Which businesses or sectors would you target?

The answer should demonstrate an understanding of where suitable candidates are likely to be found.

Would you consider candidates from outside the automotive aftermarket?

A good recruiter should be able to explain when transferable skills are relevant and when direct industry experience is essential.

How will you assess candidates beyond their CVs?

Look for a structured approach to understanding achievements, responsibilities, motivations and suitability.

What feedback will we receive during the search?

Recruitment should provide useful market information, even when the initial candidate response is different from expectations.

What happens if the salary or requirements are unrealistic?

A recruitment partner should be willing to have an open conversation about potential difficulties.

How do you measure recruitment success?

Ask about relevant outcomes, candidate retention and the quality of previous appointments.

The answers should help you determine whether the agency is likely to add value beyond providing candidates.

Why JSL Solutions Takes a Different Approach to Automotive Aftermarket Recruitment

At JSL Solutions, we believe specialist recruitment should combine industry understanding with a structured approach to finding and assessing candidates.

Our background is different from that of a recruitment business established without prior experience in the markets it serves.

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

That experience provides an understanding of the commercial pressures businesses face.

The importance of developing territories.

The challenges of managing major customer relationships.

The need to balance sales growth with profitability.

The impact of leadership decisions on teams.

And the difficulty of finding people who can deliver results within a particular business environment.

Since establishing JSL Solutions in 2017, we've combined that experience with specialist recruitment across the automotive, commercial vehicle and industrial aftermarket.

Our work includes appointments in:

• Area and Regional Sales Management.

• Business Development.

• Key and National Account Management.

• Product and Category Management.

• Marketing.

• Technical Training and Support.

• Supply Chain and Operations.

• National Sales Management.

• Commercial and Sales Directorships.

• General Management and Managing Director positions.

We also recognise that the best candidate isn't always the person with the most obvious industry background.

Sometimes direct aftermarket experience is essential.

Sometimes someone from an adjacent industrial sector brings the capabilities and perspective a business needs.

The important part is understanding the difference.

Recruitment Should Start With a Conversation, Not a Job Description

A job description is useful, but it rarely tells the whole story.

Before beginning a search, we want to understand the business, the challenges associated with the position and what the successful candidate will need to achieve.

That means discussing the commercial environment, leadership expectations, candidate market and potential barriers to recruitment.

It also means being prepared to challenge assumptions.

If the salary is unlikely to attract the required experience, that should be discussed.

If the candidate market is unnecessarily restricted, there may be alternative sectors worth considering.

If the responsibilities are unclear, they should be established before approaching candidates.

A recruitment partner should provide an informed perspective, not simply agree with everything in the initial brief.

Is a Specialist Automotive Aftermarket Recruitment Agency Worth the Investment?

For commercially important or difficult-to-fill positions, specialist recruitment can offer value beyond candidate sourcing.

An experienced recruiter may help employers:

• Better understand the available candidate market.

• Identify professionals who aren't actively applying for jobs.

• Consider relevant transferable skills.

• Establish realistic salary expectations.

• Assess candidates against the actual requirements of the position.

• Understand why suitable candidates may be reluctant to move.

• Make more informed hiring decisions.

However, specialist recruitment isn't automatically necessary for every vacancy.

For some positions, direct advertising and an effective internal recruitment process may be sufficient.

The value of external recruitment support generally increases when the position is difficult to fill, requires specialist knowledge, involves a limited candidate market or carries significant commercial responsibility.

The decision should be based on the needs of the business rather than the assumption that every vacancy requires an agency.

Frequently Asked Questions About Specialist Automotive Aftermarket Recruitment

Why Should Employers Use a Specialist Automotive Aftermarket Recruitment Agency?

A specialist recruitment agency can help employers identify and assess candidates for positions requiring an understanding of the automotive aftermarket's products, customers and distribution channels.

Its value may include proactive candidate sourcing, knowledge of relevant employers and the ability to assess commercial and technical experience.

However, employers should evaluate each agency's actual capabilities rather than assuming that specialist positioning guarantees better results.

What Makes Automotive Aftermarket Recruitment Different From General Motor Trade Recruitment?

Automotive aftermarket recruitment often involves positions within component manufacturing, parts distribution, technical services and related B2B markets.

These businesses have different customers, commercial structures and skills requirements from vehicle dealerships and retail motor trade operations.

Recruiters need to understand these differences when identifying suitable candidates.

What Types of Positions Do Specialist Automotive Aftermarket Recruiters Fill?

Specialist agencies may recruit Area Sales Managers, Regional Sales Managers, Business Development Managers, Key Account Managers, National Account Managers, Product Managers, Marketing Managers, Technical Trainers, Field Engineers, Supply Chain Managers, Sales Directors, Commercial Directors and Managing Directors.

The precise specialisms vary between recruitment businesses.

How Do Specialist Recruiters Find Candidates Who Aren't Actively Looking?

Specialist recruiters may use targeted market mapping, direct approaches, professional networks and existing candidate relationships.

The objective is to identify people with relevant experience and explore whether a new opportunity could align with their career ambitions.

This approach can reach candidates who may not respond to job advertisements.

Do Automotive Aftermarket Candidates Need Previous Industry Experience?

Not always.

Some positions require direct knowledge of aftermarket products, customers or distribution channels.

Others may be suitable for candidates with transferable experience from industrial distribution, technical sales, engineering supplies or related sectors.

The appropriate approach depends on the responsibilities of the position and the skills that can realistically be developed.

Is Retained Recruitment Better Than Contingency Recruitment?

Neither approach is automatically better for every position.

Retained or exclusive recruitment can be appropriate for senior, confidential or particularly specialised appointments requiring a structured search.

Contingency recruitment may suit other vacancies, depending on the circumstances.

Employers should consider the importance of the position, the candidate market and the level of search activity required before deciding which approach is most suitable.

How Can Employers Tell Whether a Recruitment Agency Understands the Automotive Aftermarket?

Ask about relevant recruitment experience, the types of businesses the agency works with and how it would approach your specific vacancy.

A knowledgeable recruiter should be able to discuss relevant distribution channels, commercial responsibilities and potential candidate markets.

Practical examples and a clear search methodology are more useful than general claims of industry expertise.

Can Specialist Recruitment Reduce the Risk of a Poor Hire?

A structured recruitment process can help employers make more informed decisions by assessing relevant experience, motivation, expectations and long-term suitability.

However, no recruitment process can eliminate the possibility of an unsuccessful appointment.

The objective is to identify potential concerns early and improve the quality of the hiring decision.

Looking for an Automotive Aftermarket Recruitment Partner?

Finding the right person for a specialist position isn't always straightforward.

An impressive CV doesn't necessarily demonstrate the experience your business needs.

And the best candidate may not be actively looking for another job.

At JSL Solutions, we combine practical automotive aftermarket industry experience with specialist recruitment knowledge to help manufacturers, distributors and service providers make informed hiring decisions.

Whether you're recruiting an Area Sales Manager, Product Manager, Technical Trainer, National Account Manager or senior commercial leader, we can help you understand the candidate market and develop an appropriate recruitment strategy.

If you're planning to recruit and would value an informed conversation about the position, we'd be happy to help.

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 moving into recruitment, Stewart spent more than 18 years working within the automotive aftermarket, including positions with Valeo, TMD Friction and Federal-Mogul.

His industry experience includes senior commercial responsibilities and a position as Sales Director for the UK and Ireland.

Today, Stewart specialises in recruiting commercial, sales, marketing, product, technical, operational and senior leadership professionals for manufacturers, distributors and service providers across the automotive, commercial vehicle and industrial aftermarket.

His experience on both sides of the recruitment process provides a practical perspective on candidate assessment, commercial performance and the challenges employers face when making important appointments.