Expert Insights: Which SaaS & AI Companies are Winning Talent, and Why?

Featuring Insights from Divisional Director Steve Farr, Managing Consultant Arran Campbell, Senior Consultant Sam Reader and Recruitment Consultant Joe Astley.

After several years defined by hypergrowth, aggressive hiring, and inflated compensation benchmarks, the SaaS market has recalibrated. Hiring managers are now operating in a more complex environment, one where candidate expectations and risk appetite are lower, and the definition of a “great opportunity” has evolved.

Which SaaS companies are actually winning talent in today’s market, and what are they doing differently?

This blog explores current trends shaping hiring success in SaaS, drawing on insights from Oakstone International consultants who work directly with candidates and clients across global GTM functions.

1. The Market Has Matured

While headlines often point to layoffs and economic caution, the reality on the ground is more balanced. There is still strong demand for high-quality GTM talent within SaaS, but candidates are behaving differently.

As Sam Reader, Senior Consultant at Oakstone International, explains:

“GTM talent is more open to hearing about an opportunity, but they are being more selective with the opportunities that they actually pursue.”

Engagement is up, but conversion is harder. Candidates are not short of inbound approaches, particularly in crowded sectors like AI and SaaS. This market means that companies must work harder to stand out, and more importantly, to justify why their opportunity is worth the move.

2. Compensation Still Matters, But Misalignment Is Costing Companies

One of the most consistent challenges we’re seeing is a disconnect between expectations and budgets.

Joe Astey, Recruitment Consultant, highlights a common issue:

“Some hiring managers have perhaps been under-budgeting for the roles for the profile they want. Which, of course, leads to the package being an issue when speaking to candidates.”

This is a fundamental blocker, and while the market has corrected from its peak, top-level talent still wants competitive packages. Under-budgeting doesn’t just slow hiring; it damages credibility early in the process.

However, compensation alone is no longer the deciding factor.

Candidates expect to be “in the right ballpark,” but they are increasingly evaluating the total opportunity, including leadership, product strength, and lasting viability.

3. The Rise of “Quality of Opportunity” Over Pure Financial Gain

One of the most noteworthy shifts in candidate behaviour is the focus on role quality.

Steve Farr, Divisional Director, summarises this well: “Money plays a part, but most people feel more dialled in to all the other criteria that constitute a good role… people want to know they can stay a while and have a great chance of achieving OTE.”

In practice, this means candidates are asking deeper questions:

• Can I realistically hit my number?

• Is the product genuinely differentiated?

• Is there a clear direction for the business?

• What does success look like in this team?

Companies that can answer these questions with data-based evidence are winning.

4. Specialisation is a Talent Magnet, particularly in AI

In high-growth sectors like AI, differentiation is critical not just for customers but also for candidates.

Sam Reader notes, “The companies that are winning in AI and SaaS are those that have a niche to solve specific industry problems, as opposed to more generic offerings. The story is easier to sell.”

This has a direct impact on hiring success as candidates are inclined to engage with, and ultimately join, companies that:

• Solve a clear, defined problem.

• Can demonstrate tangible customer outcomes

• Have credible case studies within a specific vertical

In contrast, companies with vague positioning or excessively broad messaging struggle to build conviction during the hiring process.

5. Transparency and Process Are Now Competitive Advantages

Hiring process design has become a critical differentiator.

Steve Farr explains, “Transparency and communication are winning the day… candidates now expect a 3–5 stage process which will unfold over 1 month.”

This is reinforced by Arran Campbell, North America Lead, “Companies that succeed in attracting talent are those who streamline the hiring process and actively engage with candidates throughout.”

In a market where most candidates are employed, poor process planning and execution are among the fastest ways to lose talent.

Common pitfalls include:

• Slow feedback cycles

• Lack of clarity between stages

• Disjointed interview experiences

• Perceived lack of internal alignment

Companies that communicate clearly, move with intent, and treat candidates like stakeholders, not applicants, consistently win.

6. Risk Appetite Has Changed, Stability Matters Again

Macroeconomic uncertainty remains influential on decision-making.

Arran Campbell highlights the broader context: “There’s a divide among professionals, those actively seeking work due to unemployment, and those who are employed but hesitant to change jobs, fearing the risk during uncertain economic times.”

For passive candidates, often the highest performers, the bar to move is higher than it was in 2021 and 2022.

Winning companies are those that can demonstrate:

• Financial steadiness

• Clear runway or funding position

• Realistic growth projections

• Leadership credibility

In short, candidates are asking: Is this a smart move, not just an exciting one

7. Flexibility Is Expected, But Not the Differentiator It Once Was

Remote and hybrid working remain important, but they are now baseline expectations rather than differentiating factors.

Joe Astey notes, “Candidates are keen on exclusively remote only, or some desiring time in the office, however, at 2–3 days a week maximum. I personally haven’t spoken to anyone open to full-time in the office.”

Companies that insist on a full-time office presence are significantly narrowing their talent pool.

Offering hybrid or remote working is no longer enough to differentiate. It’s an entry requirement, not a competitive edge.

8. Leadership, Culture, and People Are Deciding Factors

Perhaps the most meaningful shift is the growing importance of intangible factors.

Arran Campbell observes, “Candidates are increasingly prioritising working with ‘good people,’ strong leadership, supportive colleagues, and a positive company ethos… sometimes this is more important than financial compensation.”

Candidates are looking for opportunities where they can succeed, not just earn.

This includes:

• Trust in leadership

• Clarity of vision

• Team cohesion

• Support structures for performance

Companies that invest in these areas and can articulate them credibly are far more likely to secure top talent.

9. Targeting Still Matters, Perhaps More Than Ever

Finally, care in talent targeting is critical.

Steve Farr notes. “The more senior the people, the more willing to engage IF they are well targeted.”

Generic outreach doesn’t produce results, and Senior candidates in particular, expect:

• A clear rationale for why they’ve been approached

• Alignment with their background and ambitions

• Evidence that the opportunity has been carefully considered

This is where specialist search and consultative hiring approaches deliver the greatest value.

Oakstone International Perspective

The SaaS companies winning talent today are not necessarily those offering the highest salaries or the fastest growth narratives. They are the ones executing well across multiple dimensions.

• They coordinate compensation with expectations.

• They articulate a clear, credible story.

• They design efficient, transparent hiring processes.

• They understand candidate psychology in a risk-aware market.

• And critically, they position their opportunity as a long-term, high-quality move, not just a short-term gain.

For hiring managers, the takeaway is clear: success in today’s market requires a more strategic, candidate-centric approach to hiring.

At Oakstone International, we work closely with SaaS and AI leaders to ensure they not only attract the right talent but also secure it in an increasingly competitive and selective market.

If you’d like to benchmark your hiring approach or explore how to position your roles more effectively, we’d be happy to share further insights.

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• What do SaaS candidates look for in a “high-quality” opportunity?

  Today’s SaaS candidates are focused on roles where they can succeed and stay long-term. This includes clear go-to-market strategy, strong leadership, realistic sales targets, differentiated products, and a stable financial position. Candidates are asking more in-depth questions to assess whether the opportunity is genuinely viable.

• Is remote or hybrid working still a competitive advantage in SaaS hiring?

  Remote and hybrid working are now baseline expectations rather than differentiators. Most candidates expect flexibility, typically favouring remote roles or hybrid models with limited office requirements. Companies enforcing full-time office attendance are likely to reduce their accessible talent pool.

• How important is leadership and company culture in attracting SaaS talent?

  Leadership quality and company culture have become critical decision-making factors. Candidates are increasingly prioritising working with strong, credible leaders and being part of supportive, high-performing teams. A clear vision, aligned culture, and positive working environment can outweigh purely financial incentives.

• Why is targeted outreach important when hiring senior SaaS professionals?

  Senior SaaS candidates expect highly personalised and relevant outreach. Generic messaging is largely ineffective. Successful hiring strategies involve clearly demonstrating why the individual has been approached, how their experience aligns with the opportunity, and what makes the role a compelling next step.