No names are listed out of discretion to our clients. For regional, national, and international companies in Germany, Austria, and Switzerland, we have successfully filled the following positions, among others:

FMCG, Retail and Lifestyle

  • CEO
  • Head of Sales
  • Sales Manager Travel Retail Europe
  • Retail Manager Switzerland
  • Area Sales Manager Eastern Europe
  • Regional Sales Manager
  • (Junior) Key Account Manager
  • Sales Representative
  • Store Manager
  • Field Representative

Media and E-Commerce

  • CEO
  • Head of Sales
  • Key Account Manager
  • Regional Sales Manager
  • Sales Manager
  • Sales Manager Sponsoring
  • Account Manager
  • Online Marketing Manager
  • Media Consultant
  • Field Representative


  • CEO
  • Sales Manager DACH
  • Sales Manager
  • Area Sales Manager Zurich
  • Sales Executive Leasing
  • Office Manager
  • Field Representative

IT and Telecommunication

  • General Manager
  • Business Development Manager Switzerland
  • IT Project Manager
  • Sales Manager
  • Key Account Manager
  • Account Manager

Furthermore, we were able to provide numerous candidates in the following industries:

  • Real Estate
  • Financial Services
  • Banking
  • Technology
  • Pharmaceuticals
  • Logistics
  • Hotel Industry
  • Industry
  • Startups
Case Studies

Case Study – Candidate looking for a CEO position in an SME

SalesAhead often leads conversations with past job seekers. Our candidates are always informed that we cannot promise a job, but we will keep their CV in our database and we will contact them if we have a suitable job open.  One person by the name of Mr. Z. was in conversation with us and explained his desire for a CEO position in an SME with the possibility of investing. He had worked in large corporations for several years, but also in SMEs in leading positions. He also had a strong entrepreneurial personality and was a very strong executive. Four years after the meeting with Mr. Z, we were given a mandate to find a sales-oriented CEO. We immediately searched our database for Mr. Z., contacted him, and established the connection between him and our customer. Only two weeks later he was able to sign the contract at his dream place of employment, which he had told us about four years earlier.

Case Study – Placement of a Chief Executive Officer within 10 days

The Board of Directors of a medium-sized company in the engineering industry gave us the assignment of finding a CEO for them. The person should have worked within the same or very similar industry. For operational reasons, the recruitment of a suitable candidate had to be done as rapidly as possible. Through our specialized database divided into region, education, activity and industry, we managed to present two suitable candidates within two days. After three more meetings, the new CEO signed the contract. Ultimately, within two weeks we were able to successfully complete this project.

Case Study – Building a sales team for a start-up

The founders of an online platform gave us the mandate to recruit several sales representatives as well as key account managers. The challenge with this sales recruitment was that often a start-up company cannot pay marketable wages, or the wage consists of a lower fixed rate and higher commissions. A start-up is also a risk for a number of salespeople because of the uncertainty of the company’s success. Through personal discussions and our own conviction of the business model, we succeeded in inspiring candidates to join the company. The result was a multi-year partnership in which we were able to fill various positions. Three years later, the company was successfully sold.


Conclusions: Start-ups often face the challenge of finding suitable employees to help build their company. Many candidates see it as a risk to work in a start-up as the fixed wage is often low and the company’s future is sometimes uncertain. In contrast, companies often seek candidates with several years of work experience, good training, and a low wage demand. Of course, professional candidates are important. However, we are experienced in finding young people with good education and little work experience who are especially interested in working for start-up companies. We call them “high-potentials” – motivated, proactive, and hungry to learn. After a short training period, they can also contribute to the success of the company as an experienced employee, which is why we want to encourage start-up companies to look at these high-potentials more closely.

Case Study – Placement of High Potentials

The goal of most companies is to hire talented individuals that can successfully develop within the company over a long period of time. An international cosmetics company has commissioned us to look for a retail manager responsible for all of Switzerland. The requirement profile for this position was very demanding. The requested person had to speak fluent German, English, and French, have a university degree, be under the age of 30, and ready to travel throughout Switzerland. Many people have the desire to work for well-known companies, but they are not willing to travel five days a week. Thanks to direct contact and a large network, in a very short timeframe, we were able to successfully place a person for this company. Still at a very young age, the person was later promoted to CEO of the company and to this day, still holds this position.

Case Study – Industry-independent sales manager in the luxury goods industry

A company in the luxury goods industry commissioned us to recruit a sales manager. The profile of the ideal candidate was worked out with the customer, with the most important characteristics being industry knowledge, retail leadership, and fluent English skills. Within a short time, we were able to propose the first potential candidates from the luxury goods field, where initial discussions with the customer followed. In the meantime, a candidate had actively applied with us. He had many years of experience in the international hotel industry. His personality, internationality, and experience as a general manager in the luxury hotel industry were of great importance to us. Therefore, we presented him as an “out-of-the-box” candidate to our customer. Although this candidate did not meet the original requirements profile, he was hired as the new sales manager. Since he had the right attitude, mentality, and personality and knew the complexity of the daily problem-solving search, he could convince the customer of his candidacy.

Conclusions: In many cases, companies are looking for the ideal candidate for the vacancy and are thinking of a person who matches the requirements profile exactly. Candidates who possess top personalities and might be able to succeed in the position through other experiences are often disqualified from the beginning. However, our experience has shown that precisely these candidates are often the ones who contribute to the success of the company in the long-term and at a second glance, represent the ideal candidate for the position. We therefore encourage all companies to look for unconventional solutions and candidates when recruiting for a position, as well as to always remain open-minded.

Case Study – Building an international sales team

Our customer, a young e-commerce company based in Switzerland, commissioned us to recruit several sales representatives in Europe. SalesAhead’s challenge was to find the right people who were willing to work relatively independently in their countries while adapting to the Swiss workplace. Regardless of their country of origin, sales people always have the same characteristics: they are authentic, sympathetic, empathetic, and above all, ambitious.


Through direct contact and the inclusion of advertisements on selective platforms, we were able to identify suitable salespeople in the shortest amount of time. The first step for selection is done by telephone. Here, we determine how communicative someone is by the way that he reacts to our questions. In the end, however, the personal conversation is important. Only a face-to-face meeting can fully reveal a candidate’s personality as both their verbal and non-verbal communication is observed.


Conclusions: Authenticity, sympathy, empathy are all qualities that can be assessed in an initial telephone conversation, but can also lead to a misstep. Over the phone, a candidate can act quite differently than in a personal conversation. That is why it is of great concern to us to personally meet all candidates, whether abroad or in Switzerland. For example, it is important to assess how the candidate treats the assistant, how firm the handshake is, the attire the candidate has chosen for the personal conversation, whether the candidate is sitting or standing up during the greeting, the choice of words used during conversation, and many other factors.

In the Media