Bad sales hires don't just cost a fee — they cost six months of runway, a quarter of board confidence, and the territory you needed them to cover. We send one or two carefully matched candidates instead of a CV pile, then stay alongside them for three months of structured coaching while they ramp. The hires that work out have someone in their corner. Yours will too.
Request a SearchA revenue hire who's still in role at 12 months, ramping on schedule, with three months of structured coaching backing them through the riskiest stretch — when most placements quietly fall apart.
Share the role, the team, and what success looks like. We handle everything from there.
We source, screen, and present the right person. Not a pile of CVs. The right fit and someone you'll actually want to hire.
Our hire joins with 3 months of coaching included to support their onboarding.
Deal closers who turn pipeline into revenue.
Growth drivers who expand inside existing accounts.
Retention and expansion operators who keep revenue compounding.
VPs, CROs, CSOs, CCOs, Heads of Teams who build and scale.
Three months of structured coaching with every placement. Weekly sessions. Real ramp milestones. Not a leaflet of tips.
Not a pile of CVs. One or two carefully matched candidates we'd personally hire ourselves.
We've built revenue teams. We know what makes a great sales hire — and what just looks like one on paper.
If a candidate isn't right, we tell you. If a brief is off, we say so. If a hire isn't ramping, the coaching surfaces it early.
Invoiced on start date.
Invoiced on start date.
Invoiced on start date.
Fees discussed based on role level. Invoiced on the candidate's start date. Standard 14-day payment terms.
"We'd burned through two expensive hires before TriForge. They sent us one candidate and stayed engaged through three months of coaching while she ramped. She's now our top performer."
Most recruiters have only ever been on one side of this. They've never sat across from a board that lost faith in their last sales hire. Never built a comp plan, defended a quota, or watched a first-class CV quietly underperform in month four. We have. That experience shapes the questions we ask candidates before they ever reach you — the hard, uncomfortable ones a hiring manager would ask in round three, asked in round one instead. By the time a candidate hits your inbox, the bar they've cleared is the bar you'd hold them to. We're not pitching the hire that looks right on paper. We're pitching the one who's still performing in month six.
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