A recent success story from Stertil, a leading company in the industrial sector, illuminates how strategic talent acquisition through the International Executive Search Federation (IESF) can pave the way for seamless international expansion.
Stertil was at a pivotal juncture in its growth trajectory, poised to enter the US, German, and French markets. However, the success of this expansion hinged upon the recruitment of top-tier General Managers who could spearhead operations in these critical regions. Recognizing the strategic importance of these leadership roles, Marcel Jansen, Commercial Director of Stertil, turned to the expertise of the IESF network to navigate the complex landscape of international recruitment.
The challenge
The challenge was clear: finding General Managers who not only possessed the requisite skills and experience but also aligned closely with Stertil’s vision for global expansion. In partnership with the IESF Netherlands member, Van der Groep & Olsthoorn, Stertil embarked on a collaborative journey to identify and secure the right candidates for their international subsidiaries.
The solution
The solution lay in leveraging the extensive IESF network, which spans across the globe and comprises trusted recruitment partners in various countries. Through this network, Stertil gained access to a diverse pool of qualified candidates, ensuring that each potential General Manager was thoroughly vetted and aligned with the company’s strategic objectives. The collaborative efforts of Van der Groep & Olsthoorn were instrumental in orchestrating the search process, seamlessly bridging cultural and geographical barriers to facilitate cross-border recruitment.
The outcome
The outcome of this partnership was nothing short of remarkable. By harnessing the collective resources of the IESF network, Stertil successfully filled key General Manager positions in their US, German, and French subsidiaries. The newly appointed leaders brought with them not only the requisite expertise but also a deep understanding of the local markets, enabling Stertil to navigate nuances and capitalize on opportunities effectively.
Marcel Jansen’s endorsement of the IESF network speaks volumes about the transformative impact of strategic talent acquisition on business growth. Through this collaboration, Stertil not only addressed immediate recruitment needs but also laid a strong foundation for sustained success in international markets.
The key takeaways from this success story resonate deeply with businesses embarking on similar expansion journeys:
Strategic Talent Acquisition
IESF enables companies to source candidates who not only possess the right skills but also align with the company’s vision for international market penetration.
Global Reach, Local Expertise
The extensive network of vetted recruitment companies within IESF ensures access to local insights on a global scale, crucial for navigating diverse markets.
Collaborative Success
The role of trusted partners like Van der Groep & Olsthoorn in coordinating the search process underscores the value of IESF membership in facilitating seamless cross-border recruitment.
Endorsement
Marcel Jansen’s endorsement of IESF reflects the tangible benefits and value that the network brings to businesses seeking to make international hires.
At NAJ International Poland, we are committed to fostering business growth in Poland through strategic talent acquisition. By leveraging our partnership with IESF, we empower businesses to unlock their full potential on the global stage, one successful placement at a time.
A project for an international technical company
The client was an international company operating in industrial manufacturing and technical services in the B2B market. Following the promotion of the previous Commercial Director, the company needed a new person to take responsibility for sales and market development in Poland.
For the Polish subsidiary, this was an important role. The client wanted to strengthen both its market position and its sales structure in one of the company’s key markets.
The new Commercial Director needed to understand the realities of selling to industrial and construction companies, work confidently in English and operate effectively within an international decision-making structure.
Key facts
- Position: Commercial Director responsible for B2B sales and market development in Poland
- Industry: industrial manufacturing and technical services
- Location: Poland
- Project type: open recruitment involving the Polish subsidiary and international headquarters
- Time to hire: 6 months
- First shortlist: after 3 weeks
- Search scale: contact with more than 100 people and 10 candidates on the shortlist
- Client-side process: 8 candidates interviewed, 4 progressed to further stages
- Result: the client hired a candidate who had initially been rejected at the CV review stage
- Key quality factors: targeted market mapping, fast response to changing requirements, open communication, revisiting earlier recommendations and flexibility on all sides of the process
Why the client needed a new sales leader
The promotion of the previous Commercial Director created a vacancy in a role with a direct impact on sales development in Poland.
The client needed someone with B2B sales experience and a strong understanding of industrial and construction customers. Fluency in English was also important, as part of the decision-making and day-to-day cooperation took place with the international headquarters.
Market knowledge was particularly important. In similar projects for the industrial sector, we work with candidates who are often not actively looking for a new role. That is why our starting point is to define the market precisely and reach the right people rather than simply publish a job advertisement.
You can read more about our experience in this sector on our Manufacturing & Industrial Products recruitment page.
Conflicting expectations and a long decision-making process
The first challenge was the limited number of candidates who combined technical B2B sales experience, knowledge of the relevant sectors and the level of English required for daily cooperation with headquarters.
The second was the difference between the expectations of the Polish subsidiary and the international headquarters. These differences concerned both the competency profile and the compensation level.
The process also involved several decision-making stages. The client’s priorities changed along the way, and one meeting was rescheduled at the last minute. One candidate decided to withdraw from the process as a result.
At that point, one option would have been to restart the search. Instead, we also returned to people we had already recommended earlier.
How we managed the Commercial Director recruitment
First, we agreed on who we were really looking for
During the briefing with the HR team, we clarified the scope of responsibility and the business priorities for the role.
We were looking for a B2B sales leader with experience in an industrial environment, knowledge of industrial and construction customers and very good English.
Equally important was the ability to work in an organisation where decisions are made both locally and at international headquarters.
We reviewed more than 100 profiles
Our market mapping covered more than 100 people who initially matched the project criteria.
The objective was not to build the longest possible list of names. We looked for people whose experience genuinely matched the client’s sales model and the requirements of the role.
After the initial selection, we prepared a shortlist that eventually grew to 10 candidates.
We assessed experience, management style and motivation
During competency-based interviews, we assessed sales experience, management style, motivation and readiness to work within an international structure.
Eight candidates then met representatives of the client. Four progressed to further stages.
We returned to an earlier recommendation
During the process, one candidate withdrew after a meeting was moved at the last minute. At the same time, the client’s expectations continued to evolve.
We therefore returned to candidates who had been presented earlier.
Among them was a person the client had initially rejected after reviewing the CV. Following another conversation and a more detailed competency assessment, the candidate re-entered the process.
Ultimately, this was the person the client hired.
A fast shortlist did not mean a fast decision
We presented the first shortlist after three weeks.
Eight candidates later met the client, and four progressed to further stages.
However, most of the time was spent on the later decision-making stages and aligning expectations within the organisation.
As a result, candidate identification moved much faster than the final hiring decision.
Looking for a Commercial Director?
How the project concluded
After six months, the client completed the executive search process by hiring a Commercial Director. The final decision concerned a candidate who had been presented earlier in the search.
That candidate had initially been rejected after the client reviewed the CV. Following a direct conversation and another competency assessment, the client decided to continue the discussions. Ultimately, this was the person they hired.
I was very pleased when this assignment came in because it was a senior role in a respected global organisation. At the time, I did not expect the process to take so long or involve so many turning points, including moments of doubt. Today I am doubly satisfied: first because of the positive outcome, and second because of what the project taught me and how those lessons have strengthened my relationships with both the client and the candidate.
Lead Consultant on the project, 2025
What we learned from the project
This project showed that in Commercial Director recruitment, a shortlist prepared quickly does not necessarily lead to a quick decision.
When both a local subsidiary and international headquarters are involved, communication, expectation management and the willingness to revisit earlier recommendations are just as important as candidate identification.
Sometimes a candidate who does not stand out on the strength of the CV alone turns out to be the right person after a more detailed conversation. That is why in executive search we do not stop our assessment at the documents. We look at what the candidate has actually done, how they make decisions and whether their experience fits the situation the client is dealing with today.
