A UK-based fine wine company was looking for a Managing Director to guide its next stage of growth. The business traded fine wine and offered investment opportunities, including en primeur. Over several decades it had built a slate of loyal customers, and a steady track record of winning new business.

This was also the first time the company had hired at this level. The current MD was becoming the Board Chairman. Having been so closely involved with the business all his working career, emotionally and operationally, letting go of the steering wheel (even slightly) was easier in theory than in practice.

The Challenge

The business was successful, but its systems were mature and ad hoc additions here and there. Evolved over time rather than being designed for scale. They worked but there was a sense there was so much more value they could offer the modern customer. So - to modernise the digital side without disturbing what already worked.

Market Insight

Finding candidates with the right mix of skills proved challenging. Within fine wine, the talent pool was (like a rare vintage) limited. However looking into adjacent sectors (investable spirits and whisky) they share similar dynamics around trading, brand, and investment.

Looking out of alcohol, candidates from luxury investment sectors such as watches and collectables also made the shortlist. People in this are often bring significant experience in high-value sales, customer trust, and platform-based trading. However its right to acknowledge that the downside of these candidates is their knowledge of fine wine. “Enthusiastic amateur” wasn’t enough.

Approach

First step: aligning all stakeholders on the role and defining what “modernisation” actually meant to each of them. Essential, as each person will have a significantly different view.

For those outside the wine world, we acknowledged the learning curve. To bridge this, we proposed a structured 12-month onboarding and mentoring plan. This allowed the incoming Managing Director to absorb sector knowledge while still getting on with the job—rather than spending a year just learning the difference between Bordeaux and Burgundy.

Outcome

The role was ultimately filled by a candidate from within the wine sector who also brought strong digital transformation experience.

Notably, they were a rare candidate who had previously worked in the tech industry before moving into wine. In their most recent role, they had already led successful modernisation projects, improving platforms, systems, and customer experience. This was a winning combination and they arrived with a clear plan to modernise the business while respecting the relationships & legacy.

Key Insight

This search highlighted three key points.

First, the talent pool for hybrid roles like this within fine wine alone is limited. Adjacent sectors should be examined for relevant cross-over experience.

Second, when hiring from outside the sector, an onboarding plan is critical.

Third, leadership transitions in founder-led businesses require a careful balance between continuity and change.

Look Beyond Technical Experience

Across my recent seven conversations with senior drinks leaders, one of the themes that jumps out is the critical ability to motivate teams through tough trading conditions. In interviews, a strong signal is when candidates describe real trade challenges: launch failures, declining on-trade accounts, distributor resets, competitor price pressure. Questions such as “how have you kept a brand or customer team focused when a major listing or activation didn’t land as planned?” and the response would hopefully be whether they talk about motivating & aligning the team as well as fixing the problem.

Look for Energy under Pressure

Annual sales and marketing pressure in drinks is constant: seasonality, promotional cycles, retailer opportunities across tight time windows all demand resilience and capacity. Strong candidates tend to show genuine energy in these environments. Listen for how they describe setbacks in terms of opportunity: turning around a declining SKU, rebuilding off-trade distribution, or reigniting bar advocacy after a reset. People who thrive in drinks often frame volatility as momentum rather than disruption.

Developing Account and Brand Teams

Senior drinks leaders don’t work alone; its a convivial industry full of meetings with suppliers and customers, sales team, field sales, brand managers. Can they coach? “How do you adapt your leadership style when working with field sales versus brand marketing teams?”

Leadership in Drinks Is Visible and Commercial

Leadership isn’t only evident through job titles. Working with buyers, distributors, hospitality groups or internal teams, strong leaders maintain credibility under the relentless market movements. They stay commercially focused and keep execution moving.

The same applies to impact: how they drive distribution, improve rate of sale. The strongest candidates don’t just manage teams or relationships; they stay resilient under pressure maintain a consistent focus on turning strategy into commercial outcomes.

The role was difficult to explain

The original job spec was too complex; multiple reporting lines, lots of responsibilities but no clear understanding of what success looks like - the “why”. This mapped to confused candidates saying & hearing different things in the interviews. This also reflected on the company as at this role level candidates won’t take on a senior challenge unless they can see clear and aligned decision-making within a business.

The base salary is too low

Alongside this, the base salary was slightly lower than market range (although there was some flexibility) and no existing bonus structure. Actually whoever took on this role was expected to implement a sales-focused bonus structure. This is not uncommon in scaling businesses. Generally this detail won’t be mentioned on the job spec and often this type of detail can be glossed over as unimportant. But you are no longer simply hiring someone to operate but to participate in building part of the company. This is a different type of candidate; someone who thrives with uncertainty and ownership. Plenty of candidates won’t be suited to this environment at all (and there is no problem with that btw) and the latter is why Vinokelly gets calls saying “our direct hire hasn’t worked out a few months in and we don’t know why”.

The “best” candidates are not obvious

Direct advertising/networking had produced candidates from larger spirits or FMCG businesses; strong brand exposure and established commercial track records. But this isn’t where we mapped or found our shortlist. The business itself was fast-paced with high-energy and suited people who could do more with less. People who liked to get the action out and tweak it along the way; people from smaller or scaling businesses.

Alignment first

Before going back to market, we spent time with the internal team. Bringing together the hiring managers, simplifying & clarifying reporting lines and defining priorities. We also introduced personality-based assessment early in the candidate shortlisting process. Only once this was all clear could the search begin. And once it began it moved quickly and easily.

A broader pattern

This search reflects a common pattern within the drinks industry. Roles become more complex because of growth/fast-changing markets. Their definition doesn’t keep up. “There are no decent candidates!” - there are always great candidates but the role needs to be defined correctly so that the candidates can see themselves in the role.

And finally..

Often hiring problems are thought to be caused by factors outside the company (“tight job markets! just no decent candidates (we know everyone)!”) But many failed hires actually happen because of problems inside the company. When everyone is clear and understands what is really needed the hire is more likely to succeed.

If you are hiring in the drinks industry, Vinokelly Drinks Recruitment helps companies clearly define roles and match their hiring plans with what is really happening in the market

The business world is evolving quickly, and hiring needs to evolve alongside it. Traditional approaches often focus primarily on candidates’ career histories and past achievements on the basis that previous success predicts future performance. In today’s environment the most valuable employees could be those who can adapt quickly, think strategically under pressure and continue delivering results even in situations of uncertainty. Companies need leaders who can navigate complexity and make thoughtful, reasoned decisions under pressure.

Adaptability then becomes a fundamental requirement . Employees who can react calmly and thrive are those who anticipate change and adjust strategies. Those who embrace new tools and processes with curiosity. Hiring for adaptability ensures that teams remain productive and innovative regardless of how the business landscape evolves.

During interviews, explore how candidates respond to uncertainty and change. Instead of focusing solely on past accomplishments, hiring managers could ask candidates to describe situations in which they had to revise plans quickly and make decisions under pressure. These discussions provide insight into how candidates process information, make decisions, and operate effectively in situations where the outcomes are unclear. A favourite candidate sentence: “I thrive under pressure” should be investigated thoroughly and via scenario-based interviewing, not just accepted.

Organizations that prioritize adaptability in hiring cultivate teams capable not only of managing disruption but also of transforming challenges into opportunities for innovation and growth. By emphasizing how individuals respond to change rather than simply reviewing their previous roles, companies can build a workforce prepared for the challenges and opportunities that lie ahead.

Move Beyond Resumes and Identify Resilience

While resumes can illustrate past achievements, deeper questioning is necessary to understand how someone handles change. Scenario-based questions allow hiring managers to see how candidates react in the moment, how they make decisions, and how comfortable they are when clear answers are not available. Individuals who remain calm and focused during high-pressure situations bring immense value to organizations.

Recognize the Importance of a Future-Ready Mindset

Modern organizations need employees who are ready for the future; driving growth through new ideas, questioning and curiosity. Questions about emerging trends, new tools, or skills they are actively developing can provide insight into whether candidates are forward-thinking and prepared for the demands of a rapidly changing workplace. By hiring individuals with a future-ready mindset, organizations can ensure that their teams are not only responsive to today’s challenges but also capable of thriving in the opportunities of tomorrow.

Some Interview Questions on Adaptability

Use real examples via the STAR method (Situation, Task, Action, Result).

1. Tell me about a time you had to adapt to a major change at work.

2. How do you handle unexpected challenges?

2. Describe a situation where you had to learn something quickly.

Compensation Spotlight: Commercial Director

For this month’s compensation spotlight, we take a deep dive into the Commercial Director role. Generally reporting to the Managing Director and responsible for the sales, business development and marketing functions this is a critical role for a certain size of company. Perhaps this responsibility has historically been part of the MD’s role or there has is Head of Sales (typically more junior than Commercial Director). When companies reach a certain level of people/turnover it can be key to introduce a Commercial Director. Even with a Head of Sales this allows for complete oversight of the commercial function, cohesive strategy and clear overall reporting line.

Typical Compensation Range:

• Base Salary: £100,000 – £180,000 (depending on company size and location)

• Bonus: 20% – 40% of base salary, often tied to revenue growth and market share targets

What we’re seeing in the market:

• Shift in bonus structures: Bonus structures are becoming more tied to long-term value creation, not just short-term revenue targets. This means candidates are seeking roles where their impact can be measured by long-term brand growth or market share, rather than one-off sales performance.

The ability to attract top talent at the Commercial Director level is about more than just money; it’s about offering a leadership position where they can be part of reshaping the business and driving future growth. In today’s market, flexible work arrangements and a clear path to career development are key selling points.

What this is (and what it isn’t)

This is a resource for senior leaders in the drinks industry who need to respond to the rapidly shifting market with the right talent. Simply focusing on the perceived need from inside your company however can send the talent search in the wrong direction. This publication is intended to help senior leaders make better hiring decisions in a market that is less forgiving than it was two years ago.

It is not about general leadership content, motivational commentary or people moves. This commentary is 100% practical and grounded in real search and advisory work.

Expect a regular 2 - 3 minute read built from current market conversations and live mandates.