Useful Resources

May 2026

​Why Skills-Based Hiring Is Essential in Tech Sales

The way companies hire sales talent is changing rapidly. For years, sales hiring was heavily influenced by traditional signals such as university degrees, previous employers, or years of experience. But in today’s market, those indicators are becoming less reliable predictors of long-term success.Skills-based hiring is quickly becoming essential in tech sales because it helps businesses identify candidates who can actually perform, adapt, and grow, not just those with the most polished CVs.​What Is Skills-Based Hiring?Skills-based hiring focuses on what candidates can do rather than where they studied or which companies they previously worked for. Instead of filtering candidates primarily by credentials or linear career paths, employers assess practical capabilities such as: Communication Adaptability Problem-solving Relationship building Commercial awareness Negotiation Emotional intelligence According to the World Economic Forum, skills-first hiring helps organisations adapt to labour shortages, close skills gaps, and build more resilient workforces. The report argues that focusing directly on skills rather than credentials allows businesses to respond more effectively to changing market demands. ​Why Traditional Hiring Signals Are Becoming Less ReliableOne of the biggest drivers behind skills-based hiring is the rise of AI in recruitment. Candidates can now use AI tools to optimise CVs, tailor applications, improve written communication, and align resumes with job descriptions almost instantly. While this creates more polished applications, it also makes it harder for employers to distinguish between presentation and genuine capability.In tech sales, this matters significantly. A well-written CV does not necessarily reveal whether someone can run a discovery call, build executive relationships, handle objections, or navigate a complex enterprise buying process. This is one reason why many revenue leaders are moving away from purely CV-led hiring and toward practical assessments and structured interviews.​Tech Sales Roles Are Evolving Too Quickly for Static Hiring ModelsProducts evolve, industries shift, AI tools emerge, and customer expectations continuously move. As a result, sales roles are becoming far more fluid than they were even a few years ago. According to LinkedIn’s Skills First Report, the skills required for many jobs have already changed by approximately 25% since 2015, and that number is expected to double by 2027. This creates a major challenge for companies hiring purely based on previous job titles or direct industry experience.A candidate who succeeded in one SaaS environment may not automatically succeed in another. The most valuable employees are increasingly those who can learn quickly, adapt to change, and apply transferable skills across different environments.​Skills-Based Hiring Expands Access to Better TalentOne of the biggest advantages of skills-first hiring is that it dramatically widens the available talent pool. Traditional hiring processes often exclude high-potential candidates simply because they lack a specific degree, sector background, or well-known employer on their CV.Some of the strongest sales professionals come from adjacent industries such as recruitment, financial services, consulting, hospitality, or professional services. They may lack direct industry experience but possess highly transferable skills around communication, relationship building, resilience, and commercial thinking.For companies struggling to hire experienced enterprise sales talent, this creates a major opportunity to identify overlooked candidates with strong long-term potential.​Soft Skills Are Becoming More Valuable in SalesAs AI automates more administrative work inside sales organisations, human skills are becoming increasingly important. Technical knowledge still matters, but soft skills are becoming stronger differentiators between average and exceptional salespeople.In enterprise sales specifically, buyers increasingly expect sellers to: Understand complex business problems Communicate clearly with multiple stakeholders Build trust over long sales cycles Navigate ambiguity Demonstrate strategic thinking Those are capabilities AI cannot easily replicate.​Skills-Based Hiring Improves Long-Term PerformanceHiring based solely on experience often creates short-term thinking. A candidate may have worked at impressive companies or held senior titles, but that does not necessarily mean they will thrive in a different sales culture, product category, or stage of business growth.Skills-based hiring focuses more heavily on long-term indicators such as: Learning agility Coachability Adaptability Communication Resilience Leadership potential ​How Leading Revenue Teams Are Applying Skills-Based HiringMany modern revenue leaders are redesigning hiring processes around practical evidence rather than relying heavily on CV screening. This often includes: Mock discovery calls Scenario-based interviews Role-play exercises Objection-handling assessments These approaches allow companies to evaluate how candidates think and perform in realistic sales situations.​The Future of Tech Sales Hiring Is Skills-FirstThe companies that build the strongest sales teams over the next decade will not necessarily be those hiring candidates with the most traditional backgrounds. They will be the organisations that identify people with the right combination of commercial ability, adaptability, emotional intelligence, and growth potential.​Looking to hire key sales talent based on proven skills and data?Request a callback

May 2026

​How Revenue Leaders Are Using AI to Build Stronger Sales Teams

Artificial intelligence has quickly moved from experimentation to execution inside modern sales organisations. What started as simple automation tools for email drafting and CRM updates has evolved into a core part of how revenue leaders build, manage, and scale high-performing teams.In 2026, the conversation is no longer about whether AI belongs in sales. The focus is now on how effectively leaders are integrating it into their go-to-market strategy without losing the human relationships that drive revenue.The most successful revenue leaders are not replacing salespeople with AI. They are using AI to remove friction, improve decision-making, and allow their teams to spend more time doing what humans do best: building trust and closing complex deals.​AI Is Becoming a Core Growth StrategyAccording to the 2026 Salesforce State of Sales report, AI and AI agents are now considered the number one growth tactic for sales organisations. The report found that 87% of sales organisations already use AI for activities such as prospecting, forecasting, lead scoring, and drafting outreach. The same report also revealed that top-performing sales teams are significantly more likely to use AI agents than struggling teams, showing a growing gap between organisations embracing AI strategically and those still relying heavily on manual processes. Revenue leaders are increasingly recognising that AI is not just a productivity tool, it is becoming part of the infrastructure behind scalable sales growth.​Reducing Admin Work So Reps Can Sell MoreOne of the biggest frustrations inside sales teams has always been administrative overload. Sales reps spend large portions of their day updating CRM systems, researching accounts, writing emails, summarising calls, and preparing reports. AI is now helping reduce that burden significantly.Research highlighted by Salesforce found that AI agents are expected to reduce research time by 34% and content creation time by 36%. Other industry data suggests sales reps using AI spend up to 35% more time actually selling instead of handling admin tasks. This is especially important in enterprise sales environments, where relationship building and strategic conversations remain critical.​Improving Forecasting and Pipeline VisibilityAnother major area where revenue leaders are investing in AI is forecasting accuracy. Traditional forecasting has often relied heavily on manager judgement and incomplete CRM data. AI-powered forecasting tools are helping leaders identify pipeline risks earlier, predict deal outcomes more accurately, and improve resource planning. This matters because forecasting errors can affect everything from hiring decisions to investor confidence.For CROs and sales directors, stronger forecasting provides better visibility into revenue health and allows leadership teams to make faster decisions with more confidence.​AI Is Enhancing Coaching and Sales EnablementRevenue leaders are also using AI to improve coaching quality across their teams. Conversation intelligence platforms can now analyse sales calls, identify patterns among top performers, surface coaching opportunities, and provide managers with actionable insights at scale. This is particularly valuable for growing sales organisations where managers may struggle to review enough calls manually.Instead of relying on subjective feedback, leaders can now use AI-generated insights to coach more consistently across teams.​Better Lead Qualification and PrioritisationRevenue teams are increasingly using AI to improve lead quality and prioritisation. Rather than asking sales reps to manually work through large prospect lists, AI tools can analyse intent signals, engagement data, firmographics, and historical conversion patterns to identify the highest-probability opportunities. Research from Apollo found that sellers who effectively partner with AI are 3.7 times more likely to meet quota. Other industry reports suggest AI-powered lead scoring improves qualified lead identification by around 40–50%. This allows sales teams to focus their energy on accounts with the highest likelihood of conversion instead of wasting time on poor-fit opportunities.​The Best Revenue Leaders Still Keep Humans at the CentreDespite rapid AI adoption, the strongest revenue leaders understand that technology alone is not a competitive advantage. As AI-generated emails, automated outreach, and AI-written sales messaging become more common, differentiation increasingly comes from human judgement, credibility, communication, and relationship building.This is something many leaders are becoming cautious about. A growing number of businesses have discovered that poorly implemented AI can create generic outreach, damage brand perception, and reduce authentic customer engagement. The companies seeing the strongest results are using AI to support salespeople rather than replace them. They are automating research, summarisation, forecasting, and admin work while ensuring that relationship management, strategic thinking, negotiation, and complex decision-making remain human-led.​The Future of Sales Teams Will Be AI-Enabled, Not AI-ReplacedThe most forward-thinking revenue leaders are building sales organisations where AI acts as an accelerator rather than a substitute for talent. They are hiring people who can combine commercial judgement with technological fluency. They are redesigning workflows around efficiency and focusing human effort where it creates the most value.Importantly, they are also recognising that soft skills are becoming more valuable, not less. As AI handles more operational work, the salespeople who stand out will be those who can build trust, navigate complexity, communicate effectively, and create genuine relationships with buyers.The future of sales will not belong to companies with the most AI tools. It will belong to organisations that know how to combine AI efficiency with strong human leadership.​Looking to hire proven sales talent or leadership?Request a callback

May 2026

​Hiring Founding Account Executives? Why Career Stage Matters as Much as Skillset

Hiring a Founding Account Executive is one of the most important decisions an early-stage company can make. The right person can help build pipeline, establish sales processes, win key customers, and create momentum at a critical stage of growth. But many start-ups focus so heavily on experience and track record that they overlook something equally important: whether the candidate is actually at the right stage of their career for the level of intensity the role demands.​The Reality of a Founding AE RoleOne founder recently described their business during the hiring process as “a rocket ship” and “a speed boat.” The message was clear: the company was moving fast, expectations were high, and everyone was expected to operate at maximum intensity.The Founding Account Executive they hired was talented and well paid. But over time, frustration started building internally because they were often the first to leave the office, rarely responded in the evenings, and did not match the pace or energy of the founders. Eventually, they were let go.The interesting part is that this situation was not necessarily about poor performance or lack of ability. It was about alignment. The company wanted someone fully immersed in the business at all times. The candidate, meanwhile, may simply have been at a different stage of life or career where constant availability and startup-level intensity were no longer priorities.​Early-Stage Sales Roles Often Require Founder-Level EnergyIn many start-ups, especially venture-backed businesses, Founding Account Executives are expected to operate with the same urgency and commitment as the founding team.That can mean: Working outside traditional hours Constant problem solving Building processes from scratch Handling ambiguity daily Managing pressure with limited support Taking ownership far beyond a normal sales role For the right person, this environment can be incredibly rewarding. Career progression accelerates quickly, earnings potential can be substantial, and there is an opportunity to make a genuine impact on the growth of the company. But not every high-performing salesperson wants this type of environment indefinitely.​Career Stage Shapes MotivationOne of the biggest mistakes companies make when hiring is assuming that every ambitious salesperson is motivated by the same things.Someone earlier in their career may actively seek intensity, rapid progression, and the opportunity to maximise earnings quickly. They may be willing to sacrifice work-life balance for accelerated growth and equity upside.Someone later in their career may still be highly capable and commercially strong but place greater value on stability, flexibility, predictability, or balance.Neither mindset is wrong. Problems only arise when businesses hire someone whose personal priorities do not match the reality of the role.​Intensity Should Be Discussed Openly During HiringMany start-ups unintentionally create mismatched hires because they avoid being fully transparent during recruitment. Candidates hear phrases like “fast-paced environment” or “high-growth business,” but those phrases can mean very different things depending on the company.If leadership expects employees to be constantly available, deeply embedded in the business, and operating beyond standard working patterns, that should be discussed openly from the start. Likewise, candidates should feel comfortable asking questions about culture, expectations, working hours, and leadership style before accepting a role. The more transparent both sides are, the more likely the hire will succeed long term.​Hiring for Alignment Creates Better Long-Term PerformanceThe best Founding Account Executives are not simply the most experienced salespeople on the market. They are the people whose motivations, lifestyle, ambitions, and career stage align with the demands of the business. Skillset matters enormously, but alignment matters just as much because even the strongest salesperson can struggle in an environment that no longer matches what they want professionally or personally. In early-stage businesses, where every hire has an outsized impact, getting that alignment right can make the difference between rapid growth and costly turnover.​Looking to hire a founding account executive or other tech sales professional?Request a callback

May 2026

​Where Demand for Tech Sales Talent Is Growing in 2026

The tech sales market has shifted significantly over the last few years. While some areas of technology have slowed, others continue to see strong hiring demand as businesses prioritise efficiency, automation, growth, and digital transformation. One of the clearest indicators of where the market is heading is hiring activity itself. Companies actively investing in sales talent tend to reveal where budgets, confidence, and commercial opportunity still exist.Right now, four areas are consistently standing out in the tech sales recruitment market.​1. AI Sales Roles Continue to Grow RapidlyArtificial Intelligence remains one of the biggest growth areas across the technology sector. Interestingly, many companies are not yet demanding years of direct AI sales experience because the market is still relatively new. There simply are not enough experienced AI sales professionals available. That creates a major opportunity for ambitious salespeople looking to future-proof their careers.Professionals with strong SaaS or enterprise software backgrounds can often transition into AI-focused businesses, particularly if they understand consultative selling, complex sales cycles, and commercial problem solving. As AI adoption accelerates across industries, companies are increasingly looking for salespeople who can explain value clearly rather than simply sell technical features. For candidates considering a move into AI, the timing is still highly favourable.​2. Digital Transformation Businesses Are Still Hiring“Digital transformation” may have become an overused term, but the companies genuinely delivering measurable transformation projects continue to see strong demand. Businesses across sectors are still investing heavily in: Process modernisation Cloud migration Operational efficiency Automation Data visibility Customer experience improvements As a result, sales professionals with experience selling transformational solutions remain highly valuable. These environments often suit commercially strategic salespeople who are comfortable managing long sales cycles, multiple stakeholders, and enterprise-level buying processes. The strongest candidates are typically those who can position technology as a business outcome rather than simply a product.​3. SaaS Products Solving Clear Business Problems Remain ResilientNot all SaaS companies are performing equally in the current market. The businesses continuing to hire aggressively are usually those solving immediate, measurable business problems. Areas such as compliance, risk management, workload reduction, automation, and operational efficiency continue to generate strong demand because the return on investment is easy for customers to justify.When a product can clearly save time, reduce cost, minimise risk, or improve productivity, buying decisions become far easier even during uncertain economic conditions. This is why many SaaS companies focused on practical business outcomes continue to scale their commercial teams. For sales professionals, experience selling solutions with clear ROI is becoming increasingly valuable.​4. Enterprise Software Experience Continues to Hold Strong ValueDespite wider changes in the tech market, enterprise software sales remains one of the most stable and valuable areas of experience. Companies are still actively hiring for: Enterprise Account Executives Customer Success professionals Strategic Account Managers Sales Leaders Commercial Directors Particularly in environments involving £1m+ deals and complex account management.​Businesses continue to place high value on professionals who can: Win large enterprise accounts Grow strategic customer relationships Navigate complex procurement processes Drive long-term account retention Manage multi-stakeholder sales environments However, one trend is becoming increasingly noticeable during hiring processes: stability matters. Candidates moving roles every 18–24 months are often viewed less favourably for senior enterprise positions, particularly where relationship-building and long-term account growth are critical to success. In enterprise sales, trust, consistency, and long-term commercial impact still carry significant weight.​The Tech Sales Market Is Becoming More SpecialisedThe broader tech sales market may feel more competitive than it did a few years ago, but demand certainly has not disappeared. Instead, businesses are becoming more selective. Companies are prioritising sales professionals who can demonstrate commercial impact within high-value, business-critical sectors. For candidates, this means aligning experience with markets that continue to show long-term growth potential.Right now, AI, digital transformation, high-ROI SaaS, and enterprise software all remain areas where demand for experienced tech sales talent continues to stay strong.​Looking to hire a sales professional in one of these industries?Request a callback

April 2026

​6 Most Common Ways Businesses Lose Top-Performing Account Executives

Top-performing Account Executives are often the driving force behind revenue growth. They build relationships, close complex deals, exceed targets, and create momentum across the sales team. Yet many businesses unknowingly push these high performers out the door through poor leadership decisions, unrealistic expectations, and cost-cutting.The frustrating part? Most companies do not lose their best salespeople because of competitors. They lose them because of internal decisions that slowly erode trust, motivation, and earning potential.Here are some of the most common ways businesses lose their top-performing Account Executives.​1. Introducing Commission Changes That Undermine TrustNothing damages trust faster in sales than changing the compensation structure in a way that reduces earning potential while claiming it is “better for everyone.” Top Account Executives are highly motivated by transparency and fairness. If they feel commission structures are being manipulated to protect budgets rather than reward performance, they quickly start looking elsewhere. The best salespeople want clarity. They want to know that if they overachieve, they will be rewarded accordingly. Once confidence in the commission structure disappears, so does long-term loyalty.​2. Failing to Reward Exceptional PerformanceThere are few things more damaging to morale than withholding commission on a major deal. When an Account Executive lands a huge client, especially one that pushes them deep into accelerators, they expect the agreed reward to follow. If leadership suddenly introduces exceptions, technicalities, or last-minute policy interpretations to reduce pay outs, the message is clear: exceptional performance is only celebrated when it suits the business financially. High performers remember these moments. And they rarely stay after them.​3. Setting Unrealistic Targets Following Strong PerformanceA record-breaking year should be recognised as an achievement, not used as justification for impossible future expectations. If an Account Executive delivers £1.6 million in revenue against a £900k target, immediately increasing the following year’s target to £1.5 million can feel less like ambition and more like punishment for succeeding.Stretch targets are part of sales, but unrealistic jumps without additional support, territory investment, or improved resources create frustration rather than motivation. Over time, this leads to burnout and disengagement.​4. Appointing Sales Leaders Without Commercial ExpertiseOne of the quickest ways to lose credibility with a sales team is appointing leaders who lack real sales understanding. Great Account Executives want coaching, strategic support, and leadership from people who understand the pressures of enterprise deals, long sales cycles, procurement challenges, and negotiation complexity.When leadership becomes overly process-driven, disconnected from commercial reality, or focused on micromanagement instead of enablement, top performers lose confidence quickly. Sales teams do not expect perfection from managers, but they do expect competence and credibility.​5. Reducing Operational Investment While Increasing ExpectationsMany businesses cut support functions, delivery resources, or regional investment while still expecting sales teams to maintain aggressive growth targets. The result is predictable: more firefighting, slower implementations, frustrated customers, and Account Executives spending more time managing operational problems than selling. Top salespeople want to focus on winning business and growing accounts. If internal inefficiencies constantly make their jobs harder, frustration builds rapidly. The best Account Executives are ambitious. They want to work in environments where leadership invests in growth rather than constantly operating in survival mode.​6. Implementing Rigid Return-to-Office PoliciesFor many experienced sales professionals, flexibility is no longer viewed as a perk. It is an expectation. Forcing high-performing Account Executives into rigid office attendance policies without clear business value often creates resentment, particularly when performance has never been an issue.Most top salespeople care far more about outcomes than presenteeism. If they consistently hit targets, build strong pipelines, and manage customers effectively, heavy office mandates can feel outdated and unnecessary.​Retaining Top Sales Talent Requires More Than CompensationReplacing a top-performing Account Executive is expensive. Lost pipeline, disrupted customer relationships, recruitment fees, onboarding time, and missed revenue opportunities quickly add up.The strongest sales organisations understand that retaining elite talent requires more than competitive salaries. It requires trust, fairness, realistic expectations, strong leadership, and an environment where high performers feel supported rather than restricted.​Looking to hire sales professionals or leaders? Request a callback

April 2026

​Enterprise Account Executive Salaries in 2026: UK Benchmarks, OTE & What Drives Earnings

Enterprise Account Executives (AEs) continue to sit at the top end of individual contributor roles in 2026. As businesses prioritise high-value deals and long-term revenue growth, compensation remains strong for those closing complex, enterprise-level contracts.This article breaks down UK salary benchmarks, OTE structure, and the key factors influencing Enterprise AE pay, based entirely on the UK Sales Salary Index 2026.​UK Enterprise Account Executive Salary Benchmarks 2026According to the UK Sales Salary Index 2026, Enterprise Account Executives command some of the highest base salaries across new business roles .Enterprise Account ExecutiveLow base salary: £95,000 Typical range: £100,000 – £125,000 Upper end: £130,000 In addition to base salary, compensation typically includes:Double OTE (On-Target Earnings)Uncapped commissionAccelerator commission for overperformanceLikely equity (particularly in SaaS businesses)This structure means total earnings can significantly exceed base salary, particularly for high performers.​Why Enterprise AE Salaries Are So HighEnterprise AEs are compensated at a premium due to the scale and complexity of their role.1. Large Deal SizesEnterprise Account Executives typically close deals ranging from £100k to £500k+, often involving long sales cycles and multiple stakeholders .2. High Revenue TargetsBase salary is closely linked to revenue responsibility. Roles with £1m+ annual targets typically command six-figure base salaries.3. Complex Sales CyclesEnterprise deals often involve: Multiple decision-makers Procurement and legal processes Longer timelines (often 12+ months) This complexity increases both the value and compensation of the role.​What Drives Higher Enterprise AE SalariesSeveral key factors determine where an Enterprise AE sits within the salary band:1. Deal Size & Revenue ResponsibilityLarger deal sizes and higher revenue targets directly correlate with higher base salaries.2. Performance and OverachievementCandidates with a consistent track record of exceeding targets typically secure salaries at the top end (or above) of the band .3. IndustryHigher-paying sectors include those with: High-value contracts Strong margins Complex buying processes (e.g. financial services, enterprise tech) 4. Specialisation & NetworkAEs with established networks and deep expertise in specific verticals are often paid a premium.5. Location & FlexibilityThe index highlights that London and remote SaaS roles typically offer the highest base salaries, with flexibility sometimes traded against salary .​Commission & Bonus Structures in 2026Enterprise AE compensation is designed to reward revenue generation.Typical structures include:Uncapped commission as standardAccelerators for overperformance (commonly 1.5x–2x)Commission paid monthly or quarterlyIncreasing use of no-threshold commission plansThese structures ensure strong upside for high-performing sales professionals.​What This Means for Hiring in 2026If you’re hiring Enterprise Account Executives: Expect to offer £100k–£125k base salaries for experienced candidates Ensure commission plans are competitive and clearly defined Top candidates will expect uncapped earnings and accelerator models Equity is increasingly important in SaaS and high-growth environments For candidates: Demonstrate consistent quota achievement and overperformance Highlight deal sizes and revenue targets managed Focus on total compensation (OTE), not just base salary ​In 2026, Enterprise Account Executives remain critical to revenue growth strategies. With responsibility for large, complex deals, their compensation reflects both the risk and reward of the role. Looking to hire an Enterprise Account Executive?Request a callback

March 2026

How Much Do Account Managers Earn in 2026?

​Account Managers play a critical role in driving long-term revenue. Unlike new business sales roles, they focus on nurturing client relationships, retaining revenue, and expanding existing accounts, making them essential for sustainable growth. According to The Benchmark: Sales Salary Index for 2026, Account Manager salaries typically range from £45,000 to £95,000+, depending on seniority and account complexity, with additional earning potential through bonuses or OTE structures. More broadly, UK market data shows average base salaries around £35,000 - £45,000, with significantly higher earnings for senior and enterprise roles.But what actually drives these salary differences?​1. Account Size and Revenue ResponsibilityOne of the biggest factors influencing Account Manager salaries is the value of the accounts they manage. Roles handling high-value accounts (£500k - £1m+) or strategic clients command significantly higher salaries than those focused on smaller, transactional accounts. This is because larger accounts bring greater revenue responsibility, higher expectations, and more complex stakeholder management, all of which increase the value of the role.​2. Client ComplexityNot all accounts are equal, even at the same revenue level. Account Managers working with enterprise, global, or highly regulated clients (such as financial services or complex tech environments) tend to earn more. These roles requireManaging multiple stakeholdersNavigating longer contract cyclesHandling more complex solutions​3. Revenue Growth and Upsell ResponsibilityAccount Management salaries are heavily influenced by how commercial the role is. While some roles focus purely on retention, the highest-paid Account Managers are responsible for driving revenue growth within existing accounts, including upselling and cross-selling. The salary index highlights that roles tied directly to revenue expansion often include commission or bonus structures, similar to new business sales roles.​4. Performance and Track RecordA proven ability to grow accounts is one of the strongest drivers of salary. Account Managers are more valuable to employers when they consistently:Retain key clientsIncrease contract valueDeliver revenue growthThose with a track record of expanding strategic accounts typically secure higher base salaries and stronger bonus structures.​5. Seniority and Role ProgressionAs with most sales roles, seniority plays a major role in compensation. Entry-level or SMB Account Managers tend to sit at the lower end of the salary range. As professionals progress into roles such as Senior Account Manager, Key Account Manager and Account Director their salaries increase significantly, often alongside larger account portfolios and revenue targets. Market data shows senior Account Managers can earn £50,000+ base salaries and beyond, depending on experience and scope.​6. Commission and Bonus StructureUnlike SDRs or Account Executives, Account Managers often have more varied compensation structures.Common models include:Bonuses tied to retention ratesCommission on account growth or expansion revenueHybrid structures combining bothIn more commercial roles, a 50:50 split between base and variable pay is common, particularly where growth is a key focus. This means total earnings (OTE) can significantly exceed base salary, with some roles reaching well into six figures.​7. Industry and Market DemandIndustry has a major impact on Account Manager salaries. High-value sectors such as SaaS, financial services and enterprise technology tend to offer higher salaries due to larger deal sizes and stronger margins. In contrast, lower-margin or more transactional industries often offer lower base salaries with less aggressive bonus structures.​Account Manager salaries in 2026 are shaped by a clear theme: revenue impact. The more an Account Manager contributes to growth, not just retention, the higher their earning potential. As businesses place increasing focus on customer retention and expansion, the role of the Account Manager is becoming more commercial and more strategic. As a result, salaries continue to rise. For businesses, competitive compensation is essential to retain the people responsible for protecting and growing your most valuable customers.Looking to hire an Account Manager in the UK?Request a callback

March 2026

​What Affects Sales Development Representative Salaries in 2026?

Sales Development Representatives (SDRs) sit at the very start of the revenue engine. They generate pipeline, qualify leads, and lay the groundwork for deals, making them one of the most important roles in any sales team. According to The Benchmark Sales Salary Index 2026, SDR salaries remain competitive, with typical base salaries ranging from £38,000 to £55,000, plus commission potential of up to £30,000. But not all SDRs are paid equally. Salaries can vary significantly depending on several key factors.​1. Experience and SeniorityOne of the biggest drivers of SDR salary is experience. Entry-level SDRs tend to sit at the lower end of the salary band, focusing on high-volume outreach and learning core sales skills. As SDRs gain experience, particularly in outbound prospecting and lead qualification, they move into senior or enterprise SDR roles, where salaries increase substantially. Experienced SDRs who consistently hit or exceed targets can command higher base salaries and stronger commission structures.​2. Type of Accounts and Deal ValueNot all SDR roles are created equal. The value of the accounts they target plays a major role in compensation. SDRs focused on enterprise or high-value accounts typically earn more than those working on SMB or lower-value deals. This is because enterprise sales involve longer sales cycles, more complex stakeholders, and greater revenue potential. The salary index highlights that SDRs working on high-value pipeline generation, particularly in enterprise environments, often sit at the top end of the salary range.​3. Industry and Market DemandThe industry an SDR operates in can also significantly impact their earning potential. High-growth and high-margin sectors, such as AI, digital transformation, and workforce solutions, tend to offer higher salaries due to increased competition for talent. In contrast, lower-margin or more transactional industries often offer lower base salaries, with a heavier reliance on commission.​4. Performance and Pipeline ContributionPerformance is a major differentiator in SDR compensation. SDRs who consistently generate high-quality pipeline, book meetings with key decision-makers, and contribute to closed revenue are far more valuable to employers. As a result, they are often rewarded with higher base salaries, increased commission potential and faster promotions into closing roles. Many companies also structure commission around qualified meetings or opportunities created, directly linking earnings to performance.​5. Commission Structure and OTEOn-target earnings (OTE) can significantly influence total compensation. For SDRs, commission is typically tied to meetings booked, qualified opportunities and pipeline generated. The salary guide shows that SDRs can earn up to £30,000 in commission, with payments usually made monthly. Some businesses also offer additional bonuses tied to revenue generated from SDR-sourced deals, further increasing earning potential.​6. Company Growth Stage and InvestmentThe company’s stage of growth also plays a role. VC-backed and high-growth companies often offer more competitive salaries and commission structures to attract top talent quickly. These businesses place a premium on SDRs because of their direct impact on pipeline and revenue growth. More established or privately owned companies may offer slightly lower salaries but balance this with stability, benefits, and work-life balance.​SDR salaries in 2026 are shaped by far more than just job title. Experience, industry, deal size, performance, and company context all play a critical role in determining earning potential. What’s clear from the latest data is that SDRs are no longer seen as purely entry-level roles. As pipeline generation becomes more strategic, especially in enterprise sales, the value of skilled SDRs continues to rise.For businesses, offering competitive compensation is essential to attract and retain top talent. For candidates, understanding these salary drivers is key to benchmarking your value and maximising your earning potential.Looking to hire a sales development representative? Request a callback