Consulting, technology and professional services
Structuring Growth: Recruiting a VP of Sales to Lead with Vision
Context
A growing tech company based in Montréal had set a bold ambition: to multiply its revenue severalfold over the next decade. To realize this vision, the leadership team recognized a critical gap — the need for a new role at the executive level: Vice President of Sales. This wasn’t about filling a gap in the org chart. It was about setting a foundation. The organization operated through multiple business units, each with a high degree of autonomy — almost like internal incubators. While this fostered innovation, it also fragmented the commercial approach. The goal was clear: align a complex internal structure under a unified sales strategy, and build a culture ready to scale — even in a cautious, cost-conscious market.
Challenges
The mandate came with multiple layers. The sales pipeline was underdeveloped. The team needed clarity, momentum, and a shared rhythm. And above all, the environment demanded a leader who could think long-term, structure wisely, and inspire across business lines. The matrix structure required finesse. No single playbook would apply. The VP needed to define how collaboration would happen — not just within the sales team, but across functions and divisions. It wasn’t just about driving numbers. It was about creating alignment, language, and systems where there were none.
our approach
Fauve approached this search as a strategic build, not a race. We took the time to understand the reality on the ground — the informal processes, the leadership expectations, and the culture-in-the-making. Our team worked closely with key stakeholders to define what success would look like — not just in terms of metrics, but in behaviour and mindset. We prioritized candidates with experience in matrix environments, strong commercial instincts, and a proven ability to build infrastructure while motivating diverse teams. Over the course of eight weeks, we ran a focused and transparent process. Every conversation with potential candidates was designed to test both alignment and adaptability. Throughout, we maintained close dialogue with the client to continuously refine the brief and ensure confidence at each step.
The impact
The recruitment of the new VP of Sales quickly became a turning point. Beyond experience, this leader brought clarity, pace, and a strategic lens that helped unify previously siloed efforts. They introduced structure where it was needed — and flexibility where it mattered. A shared commercial language began to take root. Performance metrics were introduced and embraced, giving the team direction and confidence. Collaboration between divisions became more fluid, more intentional. The results? A stronger sales culture. A more aligned team. A pipeline that reflected both short-term wins and long-term potential. This strategic hire didn't just address a leadership gap — it unlocked new levels of cohesion, ambition, and capacity across the organization.