As we head into the final quarter of 2025, the recruitment market continues to evolve in response to economic shifts, technological change, and broader global developments.
Back in Q2, we caught up with our director and co-founder, Chris Mason, to get his take on the state of the market for recruitment for c-suite executive search, marketing and product roles.
Now, we sit down with our co-founder and director, Doug Bates, for a Q+A to explore how hiring for senior product and marketing roles is shaping up as the year progresses.
Doug brings extensive experience placing senior talent in both scale-ups and global brands, and in this interview, he shares insights for both employers and candidates, offering practical takeaways and a grounded view of the market today.
Read our previous Q+A with Chris here or if you are recruiting / looking for your next role, the following articles might be useful:
75 best Product management interview questions
28 interim Product role interview questions
Top 7 senior management interview questions
7 questions to ask a Marketing recruiter before you partner with them
The state of the market
What trends are you seeing right now in the recruitment market for senior product management and marketing roles?
Senior product management and marketing roles are currently few and far between, with ongoing economic uncertainty making investors cautious and businesses hesitant to commit to new hires. Marketing has been particularly affected, as reduced consumer and business spending makes it harder to justify ROI in leadership positions. Product roles, meanwhile, are being reshaped by the rise of AI, with many CEOs questioning whether it will augment or even replace parts of the product function. Across both disciplines, leaders are being asked to achieve more with fewer resources, and in some cases founders are stepping back in to directly oversee the product function themselves. That said, these challenges are also creating opportunities… organisations that can adapt quickly and leaders who can demonstrate real impact in uncertain conditions are finding themselves in a stronger position than ever.
Where do you see skill shortages, and where is the market oversaturated with candidates?
There is a clear skill shortage in niche areas, with AI standing out as the most in-demand expertise that companies are struggling to hire for. At the same time, the market is heavily saturated at the junior and entry levels, particularly in product management. This oversupply is the result of over-hiring during 2022, which not only created a surplus of candidates but also left many with salary expectations that are now viewed as unsustainable. On a positive note, this means organisations have access to a broad pool of ambitious junior talent, while those who can build specialist skills in areas like AI will find themselves highly sought after.
For companies hiring
What mistakes do companies most often make when hiring senior product and marketing leaders?
One of the most common mistakes companies make when hiring senior product and marketing leaders is focusing too heavily on a candidate’s past employers rather than their actual skill set, achievements and what they actually did. Another frequent misstep is lowballing salaries simply because they think they can or that the market currently allows it. This is a short-term approach that is likely to backfire when competition for talent heats up again. Many organisations also undermine themselves with poorly structured hiring processes, which can deter strong candidates. And perhaps the biggest frustration of all from a candidate’s perspective is a lack of feedback, which not only damages the employer brand but also risks losing goodwill among future prospects.
What are the top three things companies can do to improve the quality of candidates they attract?
To improve the quality of candidates they attract, companies should start by working with specialist recruiters who truly understand the market and know what ‘good’ looks like in senior product and marketing roles. Strong leadership is another major draw – top candidates are far more likely to join organisations with a reputation for inspiring, effective leaders. Finally, honesty is key. Being upfront about what the role demands, whether that’s long hours, ambitious targets, or rapid change, helps set clear expectations. Elon Musk is often cited as an example here: he makes no secret of the lack of work-life balance but offsets it with significant rewards. Candidates appreciate transparency, and it ultimately leads to better alignment between employer and hire.
How do you spot the difference between a candidate who looks good on paper versus one who will actually thrive in the role?
Spotting the difference between a candidate who looks good on paper and one who will actually thrive in the role comes down to testing beyond the CV. Competency-based questions during interviews are a powerful way to stress test a candidate and reveal how they really think and perform under pressure. Consistency is also telling, so having two different interviewers ask the same questions at separate stages and then comparing the responses can highlight whether someone is authentic or simply well-rehearsed. Finally, digging deeply into past experience to uncover what candidates have actually done, rather than what they claim or what their job titles suggest, is essential for understanding their true capabilities.
For candidates
What do the most successful product and marketing candidates do differently in their job search at a mid to senior level?
The most successful mid to senior-level product and marketing candidates take a far more targeted approach to their job search. They invest time in crafting stronger, tailored resumes that clearly align with the role they’re applying for, rather than relying on a scattergun strategy that quickly becomes obvious to recruiters and hiring managers. They’re more selective, approaching opportunities like a sniper rather than spraying applications widely, and they typically perform better in interviews because they’ve prepared with focus and intent. Of course, there’s always an element of luck involved in timing and opportunity – but by doing the fundamentals well, these candidates put themselves in the best possible position to get ‘lucky’.
How should senior candidates tailor their resumes and LinkedIn profiles in today’s market, what do recruiters actually want to see?
Senior candidates should tailor their resumes and LinkedIn profiles to highlight outcomes above all else. Recruiters want to see clear evidence of impact, backed by data, rather than a list of outputs or responsibilities – this demonstrates operating at a senior level. Too often candidates fill their profiles with generic descriptions of what they were responsible for or vague statements about their style or approach, but this doesn’t cut through. What really stands out is measurable achievement, the results delivered, the growth driven and the value created, leaving aspects like leadership style to be assessed during the interview stage.
What red flags make you think twice about putting a candidate forward?
There are several red flags that can make a recruiter think twice about putting a candidate forward. Evasiveness, whether in answering questions during interviews or in being slow to respond throughout the process, is a major concern. As is a lack of evidence to support the claims made on a resume. Poor communication skills are another clear warning sign, especially for senior product and marketing roles where clarity and influence are critical. A sense of entitlement can also be off-putting, suggesting a lack of humility or adaptability. Finally, a history of poor job stability without reasonable explanation tends to raise doubts about a candidate’s long-term commitment and reliability.
