For candidates

Know what the job pays before you apply.

Every sales and marketing role in Australian and New Zealand software, what it actually pays, what you need to get it, and the route people really take to arrive there. No coy salary bands. No “competitive package”.

Explore the ladders ↓Jump to open roles

The ladders

Two tracks. Six rungs each.

Every role that carries a number, from your first outbound seat to running the whole commercial org.

What it takes

✓Resilience, and a genuine tolerance for rejection
✓Clear written English. Most outbound is now email and LinkedIn
✓Curiosity about the product and the buyer

How people actually get in

You do not need a sales background. We place people from hospitality, retail, recruitment, sport and teaching every year. What we look for is evidence you can hold a conversation with a stranger and take a no without spiralling. Build a short list of ten companies you would love to work for, learn what they sell, and reach out to their sales leaders directly. That outreach is the interview.

What it takes

✓A track record of hitting quota you can actually evidence
✓Discovery skill. The ability to find the real problem, not the stated one
✓Comfort running a deal cycle without being managed through it

How people actually get in

The standard path is 12 to 24 months as a strong BDR, then an internal promotion. Internal moves are far more common than external hires at this level, so pick your first company for its promotion track, not its logo. If you are stuck, the fastest unlock is documented over-attainment: bring numbers, not adjectives.

What it takes

✓Multi-threading across a buying committee of six or more
✓Comfort in twelve-month cycles and procurement processes
✓Commercial modelling. You will be asked to build the business case

How people actually get in

Enterprise is a different sport, not a bigger version of mid-market. Hiring managers want to see you have closed something complex, so if you are in SMB, volunteer for the messy deals nobody wants. One well-run seven-figure pursuit is worth more on your CV than three years of clean renewals.

What it takes

✓Coaching ability. Your number is now made by other people
✓Pipeline hygiene and forecast accuracy
✓The judgement to performance-manage early rather than hope

How people actually get in

The most common mistake is taking the promotion because you were the best rep. The best rep is often the worst manager. Before you move, ask to mentor two junior AEs for a quarter and see whether you enjoy their wins more than your own. If you do not, stay in an individual seat and earn more.

What it takes

✓Building and running a repeatable sales motion, not just a team
✓Hiring. You will be judged on the quality of your bench
✓Board-level forecasting you are prepared to be wrong in front of

How people actually get in

This is where the market gets thin and reputation does the work. Most VP hires we run are filled by someone the founder already respects. Be visible: speak, write, and stay close to the operators around you. The role finds you.

What it takes

✓Ownership of the whole revenue engine, marketing and CS included
✓Capital markets literacy. You will be in the raise
✓The nerve to change the model when the model stops working

How people actually get in

A CRO search is almost always retained and almost never advertised. If this is the ambition, the work is to be known before the seat exists. Come and talk to us three years early, not three weeks early.

From your first coordinator role to owning the brand, the pipeline and the narrative.

What it takes

✓Genuinely good writing. It is still the whole job
✓Organisation. You will be the one keeping the calendar honest
✓Willingness to learn the tools rather than wait to be trained

How people actually get in

Build something and show it. A newsletter, a teardown of a company's positioning, a rewritten landing page with your reasoning. A portfolio of three thoughtful pieces beats a degree in every hiring conversation we sit in.

What it takes

✓Depth in one channel: content, lifecycle, paid or events
✓Basic analytics. Know what your work did, not just that you did it
✓Working comfortably alongside sales

How people actually get in

Pick a lane and get properly good at it. Generalists at this level get stuck; specialists get promoted. The specialism you choose matters less than the fact that you chose one.

What it takes

✓Demand gen: pipeline ownership, attribution, paid efficiency
✓PMM: positioning, launches, competitive, sales enablement
✓The ability to argue with sales and stay friends

How people actually get in

These two roles pay similarly and lead to different places. Demand gen is the faster route to Head of Marketing at a growth-stage company. PMM is the better route to CMO at an enterprise one. Choose on where you want to end up.

What it takes

✓Running a budget and defending it
✓Managing two to five people across channels
✓Owning a pipeline target alongside sales

How people actually get in

The step up is from doing to allocating. Start now: ask to own the budget for your channel and report on it monthly. Do that for two quarters and the promotion conversation writes itself.

What it takes

✓The whole funnel, brand through to revenue
✓Hiring and structuring a team from scratch
✓A seat at the leadership table and the confidence to use it

How people actually get in

Most Head of Marketing hires in ANZ software go to someone who has been a strong Marketing Manager or Demand Gen Lead at a company one stage ahead. Get to a company that is scaling and hold on.

What it takes

✓Owning the narrative the company is valued on
✓Board and investor communication
✓Category thinking, not campaign thinking

How people actually get in

CMO seats in this market are rare and rarely advertised. They go to people with a public track record. Write, speak, and be visible in the community for years before the role exists.

Bands are indicative Australian market rates for software companies, as at 2026. New Zealand roles typically sit 10 to 15 percent below. Equity is common from Head of level up and is not included here.

Working with us

What you get from us.

A real salary conversation, first call

We will tell you what the role pays and what you are currently worth in this market, even when those two numbers are uncomfortable. You cannot negotiate what you cannot see.

You are told why, either way

If you are not going forward, you get the actual reason, in writing, within 48 hours. Not silence, and not a template.

We prep you properly

Before every interview you get a written brief: who is in the room, what they care about, how they make the decision, and the two questions they always ask.

The relationship outlasts the role

Most of the people we place we have known for years. Come and talk to us when you are not looking. That is when the conversation is most useful.

From people we placed

In their words.

Candidate

They talked me out of a job. Told me the culture wouldn't suit me and put me forward somewhere else two weeks later. I've never had a recruiter do that.

Tom WhitcombeEnterprise AE, placed at Tidepool

Candidate

I was a Marketing Assistant when they first called me. Four years and two moves later I'm a Head of Marketing. Same consultant the whole way.

Aroha TipeneHead of Marketing, placed at Northlight

Candidate

The brief they wrote about me was better than my own CV. I read it and thought: right, that's who I am.

Callum ReidDemand Gen Lead, placed at Quillo

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