Revenue & Go-to-Market
From the first seller who has to close without a playbook to the CRO who inherits the whole number. This is the practice MRH Collective was built on, and it's still where we spend most of our time.
Every seat between your product and your pipeline.
Most clients start with one role and come back for the next three. We build the sequence with you rather than filling reqs in isolation.
Founding & Enterprise AEs
Sellers who can close without a playbook, a brand, or a sales engineer. We look for evidence of deals won where the rep, not the logo, did the work, and for the appetite to write the playbook as they go.
Sales Leadership & CROs
VPs of Sales and CROs who've actually operated at your stage. The failure mode we screen hardest against is the enterprise executive looking for a soft landing with a team of ten they expect someone else to have hired.
Marketing Leadership & CMOs
Marketing leaders who sharpen positioning, create category demand, and build the programs that turn attention into qualified pipeline. Equally comfortable owning a number and owning a narrative.
SDR & BDR Teams
Pipeline builders who understand technical buyers and can articulate a complex product without overselling it. Individual hires or a full team build with a consistent bar.
Solutions & Sales Engineering
Technical sellers who bridge product and buyer. Critical when your product is a system buyers don't fully understand yet, and the deal turns on whether they trust your explanation of it.
Customer Success
CS talent that drives expansion and retention rather than just answering tickets. The revenue engine most teams hire for a year later than they should have.
RevOps & GTM Ops
The operators who turn founder-led chaos into a measurable, repeatable revenue machine, and who can tell you which of your numbers you should not yet believe.
Partnerships & Alliances
Channel and ecosystem leaders for companies whose next growth curve runs through a marketplace, a hyperscaler, or someone else's platform.
The three questions a résumé never answers.
Revenue hiring goes wrong in predictable ways. These are the checks we run before a candidate reaches you.
Did they carry it, or did the brand?
We reconstruct actual deals: who sourced them, what the competitive set was, how much air cover marketing provided, and what the rep would have closed with none of it.
Can they operate at your stage?
Someone brilliant at $50M ARR can be lost at $2M, and the reverse is just as true. We match on motion, deal size, cycle length, and how much structure the person needs around them.
Will they still be here in two years?
We dig into why each prior move happened and what they're optimizing for now. A placement that leaves in nine months costs you more than the search did.
Common mandates.
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The first sales hire. Founder-led sales is working, barely, and you need someone who can close alongside you before you can define the role properly.
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The leader who builds the team. You have traction and need a VP or CRO who can hire, forecast, and install a process without breaking what already works.
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The post-raise team build. A hiring plan with six revenue seats, two quarters to fill them, and one consistent bar across all of them.
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The upgrade. A leadership change that has to happen quietly, often at an investor's prompting, with a credible successor lined up before anything moves.
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The new motion. Moving from product-led to enterprise, or from direct to channel, and needing people who've made that specific transition before.
Industries we cover
Deepest in AI and B2B SaaS, where we've spent the last several years. Equally active across fintech, cybersecurity, data infrastructure, healthtech, developer tools, and vertical software.
What these have in common is a technical product, a buyer who asks hard questions, and a sales motion where the wrong hire is obvious two quarters too late.
Ways to engage
Retained search for named roles, fractional or interim leadership when you need someone in the seat now, embedded recruiting for a hiring wave, or talent mapping and comp benchmarking before you commit budget.
Revenue rarely fails alone.
Deals stall on product gaps and security reviews as often as they stall on selling. We recruit across all three so the fix isn't someone else's problem.
Technology & Product
AI and platform engineering, engineering leadership, product management, and data and ML engineering.
Security & Trust
CISOs and security leadership, security engineering, GRC and compliance, privacy and data governance.
Looking for a role?
Most of our searches never reach a job board. Introduce yourself and we'll get in touch when something genuinely fits.
Tell us about the revenue problem, not just the req.
Sometimes the answer is a search. Sometimes it's a different role than the one you were about to post. We'll tell you honestly which one it is.