Welcome to the final stage of our recruitment process. This written assessment is designed to evaluate your within the context of a fast-paced, high-performance sales environment.

The assessment consists of and should take approximately to complete. Please ensure your responses are of both your experience to date and your vision for future leadership.

Section 1: Personal Alignment with Launch180

1.) After Hearing More About Opportunities At Launch180, Which Role Are You Most Excited About And Fits Best With Your Current Goals?

2.) Why Do You Want To Work With The Launch180 Team?

3.) What Skills and Experience Are You Excited To Gain From Launch180's Training Programmes?

4.) The Sales Accelerator Is Intended To Be a Maximum of 4 Weeks. Do You Believe You Have The Ability To Pick Up Sales Quickly? If So Please Elaborate On Why?

5.) What Are Your Career Goals within the Next 18 Months?

Section 2: Business Strategy & Awareness

1.) Why should a client choose to outsource their direct sales to us rather than manage it in-house? Consider financial, operational, and strategic advantages.

2.) When building leadership pipelines, there are two common approaches: promoting and developing internal talent; or hiring experienced leaders externally.

a. What are the strengths and limitations of each strategy?

b. Which would you prioritise and why?

3.) We operate across multiple industries and sales platforms rather than specialising in just one.

Why do you think this is part of our strategy? Reflect on factors like market positioning, adaptability, and risk management.

Section 3: Leadership & People Management

1.) You're leading a team of 50 sales professionals. One of your top performers has arrived late two days in a row.

How would you approach this situation while maintaining standards and motivation?

2.) A team member is consistently putting in effort but struggling to hit performance targets.

How would you coach them to improve? What specific strategies or frameworks would you apply?

3.) You’ve just onboarded a promising new hire with high potential but low confidence in sales situations.

How would you build their confidence and help them perform at a high level?

Section 3: Strategic Thinking & Problem Solving

1.) You’ve been tasked with launching a brand-new sales team in a city where we currently have no presence.

a. How would you decide which city to expand into?

b. What would your recruitment and training plan look like?

c. How would you measure the success of your expansion?

2.) One of our employees has made a public mistake, and the company is receiving negative media attention.

a. How would you manage the external narrative?

b. How would you communicate with your internal teams and maintain morale?

3.) A key client is considering withdrawing their contract and reallocating their budget elsewhere.

a. How would you approach this conversation to understand and resolve their concerns?

b. How would you work to retain the business without undermining our commercial integrity?

Section 4: High-Level Leadership Scenarios

1.) You’ve been given the opportunity to redesign our business model for long-term efficiency and growth.

a. What major changes would you consider?

b. What risks would you anticipate, and how would you manage them?

c. How would you lead the implementation of this transformation?

2.) You’ve just been promoted to a senior leadership role and are delivering your first company-wide address.

a. What are the key messages you would include?

b. How would you ensure the speech is both inspiring and actionable?

3.) A competitor is actively trying to recruit our top performers with bigger salaries and bonuses.

a. How would you respond to protect team loyalty and performance?

b. What non-financial levers would you use to retain key talent?

How Important Are The Below In Your Next Position?

Where Are You On The Scale Of Life and Work Balance This Year

Do You Have Any Questions Left Unanswered At This Point? If So Please Outline Below

This Would Also Be The Opportunity To Provide Any Feedback If Applicable On Your Candidate Journey As we Constantly We Seek To Improve Our Recruitment Process.

First Available Start Date

What is your current Right To Work Status in the UK?

I am a British citizen or have Settled Status (e.g., Indefinite Leave to Remain or EU Settled Status)

I have a visa that gives me full, unrestricted right to work in the UK (e.g., Graduate Visa/PSW, Spousal Visa etc.)

	Very Important	Quite Important	Not Important
Travel
High Earnings
Knowing That 100% Career Focus Will Be Reciprocated In Growth, Development and Salary
Great Team
Positive Environment/Culture
Recognition
Great Leadership

Launch180 Final Stage Questionnaire

Full Name

Email Address

Section 1: Personal Alignment with Launch180

1.) After Hearing More About Opportunities At Launch180, Which Role Are You Most Excited About And Fits Best With Your Current Goals?

2.) Why Do You Want To Work With The Launch180 Team?

3.) What Skills and Experience Are You Excited To Gain From Launch180's Training Programmes?

4.) The Sales Accelerator Is Intended To Be a Maximum of 4 Weeks. Do You Believe You Have The Ability To Pick Up Sales Quickly? If So Please Elaborate On Why?

5.) What Are Your Career Goals within the Next 18 Months?

Section 2: Business Strategy & Awareness

1.) Why should a client choose to outsource their direct sales to us rather than manage it in-house? Consider financial, operational, and strategic advantages.

2.) When building leadership pipelines, there are two common approaches: promoting and developing internal talent; or hiring experienced leaders externally.

a. What are the strengths and limitations of each strategy?

b. Which would you prioritise and why?

3.) We operate across multiple industries and sales platforms rather than specialising in just one.

Section 3: Leadership & People Management

1.) You're leading a team of 50 sales professionals. One of your top performers has arrived late two days in a row.

2.) A team member is consistently putting in effort but struggling to hit performance targets.

3.) You’ve just onboarded a promising new hire with high potential but low confidence in sales situations.

Section 3: Strategic Thinking & Problem Solving

1.) You’ve been tasked with launching a brand-new sales team in a city where we currently have no presence.

a. How would you decide which city to expand into?

b. What would your recruitment and training plan look like?

c. How would you measure the success of your expansion?

2.) One of our employees has made a public mistake, and the company is receiving negative media attention.

a. How would you manage the external narrative?

b. How would you communicate with your internal teams and maintain morale?

3.) A key client is considering withdrawing their contract and reallocating their budget elsewhere.

a. How would you approach this conversation to understand and resolve their concerns?

b. How would you work to retain the business without undermining our commercial integrity?

Section 4: High-Level Leadership Scenarios

1.) You’ve been given the opportunity to redesign our business model for long-term efficiency and growth.

a. What major changes would you consider?

b. What risks would you anticipate, and how would you manage them?

c. How would you lead the implementation of this transformation?

2.) You’ve just been promoted to a senior leadership role and are delivering your first company-wide address.

a. What are the key messages you would include?

b. How would you ensure the speech is both inspiring and actionable?

3.) A competitor is actively trying to recruit our top performers with bigger salaries and bonuses.

a. How would you respond to protect team loyalty and performance?

b. What non-financial levers would you use to retain key talent?

How Important Are The Below In Your Next Position?

Where Are You On The Scale Of Life and Work Balance This Year

Do You Have Any Questions Left Unanswered At This Point? If So Please Outline Below

First Available Start Date

What is your current Right To Work Status in the UK?

Launch180 Final Stage Questionnaire

Full Name

Email Address

Section 1: Personal Alignment with Launch180

1.) After Hearing More About Opportunities At Launch180, Which Role Are You Most Excited About And Fits Best With Your Current Goals?

2.) Why Do You Want To Work With The Launch180 Team?

3.) What Skills and Experience Are You Excited To Gain From Launch180's Training Programmes?

4.) The Sales Accelerator Is Intended To Be a Maximum of 4 Weeks. Do You Believe You Have The Ability To Pick Up Sales Quickly? If So Please Elaborate On Why?

5.) What Are Your Career Goals within the Next 18 Months?

Section 2: Business Strategy & Awareness

1.) Why should a client choose to outsource their direct sales to us rather than manage it in-house? Consider financial, operational, and strategic advantages.

2.) When building leadership pipelines, there are two common approaches: promoting and developing internal talent; or hiring experienced leaders externally. a. What are the strengths and limitations of each strategy? b. Which would you prioritise and why?

3.) We operate across multiple industries and sales platforms rather than specialising in just one.

Section 3: Leadership & People Management

1.) You're leading a team of 50 sales professionals. One of your top performers has arrived late two days in a row.

2.) A team member is consistently putting in effort but struggling to hit performance targets.

3.) You’ve just onboarded a promising new hire with high potential but low confidence in sales situations.

Section 3: Strategic Thinking & Problem Solving

1.) You’ve been tasked with launching a brand-new sales team in a city where we currently have no presence. a. How would you decide which city to expand into? b. What would your recruitment and training plan look like? c. How would you measure the success of your expansion?

2.) One of our employees has made a public mistake, and the company is receiving negative media attention. a. How would you manage the external narrative? b. How would you communicate with your internal teams and maintain morale?

3.) A key client is considering withdrawing their contract and reallocating their budget elsewhere. a. How would you approach this conversation to understand and resolve their concerns? b. How would you work to retain the business without undermining our commercial integrity?

Section 4: High-Level Leadership Scenarios

1.) You’ve been given the opportunity to redesign our business model for long-term efficiency and growth. a. What major changes would you consider? b. What risks would you anticipate, and how would you manage them? c. How would you lead the implementation of this transformation?

2.) You’ve just been promoted to a senior leadership role and are delivering your first company-wide address. a. What are the key messages you would include? b. How would you ensure the speech is both inspiring and actionable?

3.) A competitor is actively trying to recruit our top performers with bigger salaries and bonuses. a. How would you respond to protect team loyalty and performance? b. What non-financial levers would you use to retain key talent?

How Important Are The Below In Your Next Position?

Where Are You On The Scale Of Life and Work Balance This Year

Do You Have Any Questions Left Unanswered At This Point? If So Please Outline Below

First Available Start Date

What is your current Right To Work Status in the UK?

2.) When building leadership pipelines, there are two common approaches: promoting and developing internal talent; or hiring experienced leaders externally.

a. What are the strengths and limitations of each strategy?

b. Which would you prioritise and why?

1.) You’ve been tasked with launching a brand-new sales team in a city where we currently have no presence.

a. How would you decide which city to expand into?

b. What would your recruitment and training plan look like?

c. How would you measure the success of your expansion?

2.) One of our employees has made a public mistake, and the company is receiving negative media attention.

a. How would you manage the external narrative?

b. How would you communicate with your internal teams and maintain morale?

3.) A key client is considering withdrawing their contract and reallocating their budget elsewhere.

a. How would you approach this conversation to understand and resolve their concerns?

b. How would you work to retain the business without undermining our commercial integrity?

1.) You’ve been given the opportunity to redesign our business model for long-term efficiency and growth.

a. What major changes would you consider?

b. What risks would you anticipate, and how would you manage them?

c. How would you lead the implementation of this transformation?

2.) You’ve just been promoted to a senior leadership role and are delivering your first company-wide address.

a. What are the key messages you would include?

b. How would you ensure the speech is both inspiring and actionable?

3.) A competitor is actively trying to recruit our top performers with bigger salaries and bonuses.

a. How would you respond to protect team loyalty and performance?

b. What non-financial levers would you use to retain key talent?