I’ll admit it. A while back, if I saw an AE with two moves in three years, my first instinct was to flag it as a red flag. Someone who’d left a role within 12-18 months? I’d question their commitment. Their reliability. Their staying power. Why didn’t they hit quota?
But then I dug deeper into why they moved. And a lot of the time, the reasoning made complete sense.
The Problem with Surface-Level CV Scanning?
Here’s what I was getting wrong: I was looking at how long someone stayed rather than why they decided to move.
For AE’s specifically, this approach misses crucial context.
What’s often happening? Here’s the things to address:
- Company changes and pivots?
Startups evolve constantly. A product an AE was hired to sell might look completely different 12 months later. The role they signed up for can transform into something that no longer aligns with their skills or career goals. - Funding issues?
Startups run out of runway. Series A doesn’t materialise. Redundancies happen. None of this reflects poorly on the individual employee. - Quota and target changes?
I’ve spoken to talented sales professionals who’ve had their quotas doubled mid-year with no additional support. When targets become genuinely unachievable, leaving isn’t weakness; it’s pragmatism. - Cultural shifts?
Leadership changes, acquisitions, or rapid scaling can completely alter a company’s culture. What was once a collaborative environment might become something unrecognisable.
Ultimately, it can just be the case that a person wasn’t up to scratch for what a business needed. But if you’re digging into the above, are you really going to know?
What To Do Before Making Any Judgements?
- Research the company they came from
What’s happened to that business since they left? Did it downsize? Pivot? Get acquired? A quick search often reveals context that explains everything.
- Look into funding and stability
A 10-minute review of recent funding news, LinkedIn employee counts over time, or even Glassdoor reviews can paint a clear picture of what was happening internally.
- Examine the product trajectory
Did the product succeed? Did it change direction? Sometimes entire teams are let go when a product line gets discontinued. That’s not a reflection of individual performance.
- What did they do? Did they do anything different to try turning things around that set them apart?
What’s the Bottom Line for Hiring Managers?
I’m not suggesting you ignore patterns entirely. Someone with five moves in four years across stable, well-funded companies might warrant closer questioning. But here’s what I’ve learned:
Advice before writing off a ‘job-hopper’.
Before writing off an AE who’s had a few moves, ask yourself: do I actually know why they left? Have I looked into what was happening at those companies? Am I making assumptions based on tenure alone?
Some of the strongest candidates I’ve placed have CVs that initially raised eyebrows. They turned out to be people who’d handled difficult situations with integrity, learned from diverse environments, and brought valuable perspective to their new roles. And in their next challenge, they did brilliantly.
Let’s Talk
If you’re a senior commercial leader struggling to find the right talent, or you’re filtering out candidates based purely on tenure, I’d love to have a conversation. Sometimes the best hire is the one you almost overlooked.
Get in touch, and let’s discuss how to approach your next search with fresh eyes.
