Findings From the Frontline Edition 4

Welcome to my monthly update, focusing on issues that I’m seeing in my business, which may be of relevance to you and yours.

By way of background, I’ve been recruiting since September 2003, with a specific focus on sales, sales leadership and business development roles across the resources, construction and engineering sectors for the vast majority of that time.

Please feel welcome to give me your feedback – I’m keen to understand whether what I’m seeing aligns with what you’re experiencing.

Sales pipelines coming under scrutiny.

Interesting meeting with the Sales Director of a multinational last week, who talked about the level of ‘interrogation” being applied to his team’s sales pipeline to ensure that the business truly understands the potential, and possible hurdles facing, each significant opportunity. Then had almost the identical conversation with the MD of a 10 person business, who’s doing the same. Perhaps the days of “rubbery” projections, based on the gut feel of the salesperson, are becoming numbered.

The rise of the telemarketer.

Not sure that I’ve seen enough evidence to call it a trend, but I’ve come across a number of businesses who’ve engaged telemarketers to perform the cold-calling function their Sales Reps have traditionally carried out. The idea is to bypass the “call reluctance” of many salespeople and have them spend more of their time in front of “qualified” prospects. Nothing new in this business model, perhaps, but interesting to see suppliers to sectors such as construction and resources adopting it.

It's as tough as ever to find high-quality salespeople.

Despite the rise in redundancies and terminations, and the resulting surplus of people looking for new positions, most companies are still saying they’re struggling to find proven high-performers. In some cases, the employers’ expectations may be unrealistic, but there’s no doubt that people are staying put in their positions, rather than risk making the wrong move in a tough economic climate.

The value of networking.

I’ve had a number of sales leaders tell me they’ve gained value from exchanging ideas with peers from different industries, with a view to looking at how other sectors might be approaching the challenges we all face. I suspect there’s a twofold benefit involved – the exchange of ideas itself, and the comfort of knowing you’re not alone out there! In fact, the feedback has been so positive I’m looking at the potential of conducting roundtable discussions, involving sales managers from a variety of sectors bouncing off each other. Let me know if this might be of interest to you!

As always, please feel welcome to call anytime, should you be looking to source high-quality sales talent or wanting to discuss where your career is heading.

Regards…Michael

Share this content

The hidden edge: What volunteering taught me about leadership

by Paula Price • 27 April 2025
Senior executives are constantly navigating complex decisions, inspiring teams, driving results, and carrying the weight of corporate leadership. We are conditioned to lead — to solve, to direct, to deliver. But in this relentless drive to lead, we often forget the power of simply following. Over the years, one of the most transformative experiences in my professional development didn’t come from a boardroom, a leadership program, or a keynote at a summit. It came from volunteering. And more specifically, from being the manager of a number of high-performance rugby teams. At first glance, the role seemed simple: logistics, admin, support. Not exactly the stuff of strategic leadership. But there, on the sidelines, filling water bottles, washing jerseys, preparing paper work, and coordinating team meals, I rediscovered a truth that too many senior professionals lose touch with — the power of service, and the dignity of the roles that go unnoticed. These menial, often thankless tasks, were crucial to the team’s success. And in doing them, I was reminded of how often in our organisations we overlook the people who create the conditions for performance — the unsung operators, coordinators, assistants, and enablers. This experience fundamentally shifted the way I lead. I no longer see these roles as peripheral. I see them as the bedrock of any high-performing culture.  More importantly, stepping out of a leadership identity — even temporarily — gave me the space to remember who I am without the title. Not the CEO, not the CFO, not the strategist or the fixer — just a person in service of something greater than themselves. That humility is grounding. It makes you more empathetic, more observant, and more connected. And paradoxically, it makes you a better leader when you return to your day job.
A man and a woman are giving each other a high five in an office.

Keeping business operations on track with the right administrative talent

by Marketing Davidson • 23 April 2025
Behind every high-performing organisation is a team of administrative professionals who keep everything running smoothly.

Optimising supply chains with industry-leading talent

by Marketing Davidson • 10 April 2025
In today’s fast-paced business environment, procurement and logistics professionals are the backbone of efficient supply chains. As global challenges reshape industries, organisations must adapt by recruiting top-tier talent to ensure resilience, innovation, and sustainability.