FMCG Sales: 2025 Trends & Hiring Challenges

In a market defined by consolidation, and caution, FMCG Sales leaders are facing increased pressure with fewer resources. Teams are leaner, expectations are higher, and the margin for error is smaller than ever. But whilst the environment is tough, it's also full of opportunity for businesses willing to rethink capability, offer broader opportunity for talent, and operate with agility.  

Through conversations with industry leaders and Six Degrees Executive’s FMCG Sales consultants, we've unpacked the forces shaping the sales talent market in 2025; from hiring behaviours to talent expectations, evolving skill sets, and and how employers can position themselves to attract and retain high performers. 

Market Overview 

The FMCG sales landscape in 2025 continues to reflect the flow-on effects of cost pressures, consumer behaviour shifts, and structural changes within commercial teams.  

Senior sales roles, particularly in customer management positions, have undergone significant structural change, with leaner hierarchies and expanded responsibilities at the mid-management level.  

“The result is leaner teams, broader remits in a lot of cases” says Jennifer Kennedy, Associate Director. “There are still positives – there is still opportunity for those who are ready to step up, but the challenge is this can create more internal competition and increased timings around development opportunity and change”. 

While some organisations remain in growth mode, others are holding headcount steady or pausing new hires, not necessarily due to performance, but in line with global cost mandates. This has resulted in fewer leadership openings, more internal competition, and a smaller window for progression in some teams. 

At the same time, employers continue to search for unicorns - experienced, strategic operators who can navigate complexity and deliver immediate results. Candidates with tenure, category depth, and omnichannel exposure remain in high demand. 

But businesses willing to hire for potential and invest in development are finding longer-term payoffs and staying ahead of the curve. By broadening the brief and supporting capability uplift, organisations can build stronger succession pipelines and find talent that others overlook. 

Internal TA teams continue to face pressure to source directly, but passive candidates are increasingly difficult to engage without a compelling EVP and a consultative approach. 

Talent Trends 

Securing top sales talent is harder than ever. While the volume of active candidates has increased slightly, the market is still highly cautious, especially for those in secure roles. Candidates are being selective, weighing offers against their long-term goals and values.  

While more candidates are cautiously exploring the market, most are highly selective, especially at the senior end. The memory of recent restructures and a volatile external environment has made risk appetite low. In many cases, it’s not salary but stability, leadership, and alignment with values that shape decision-making. 

Candidates want to know they’ll be supported, challenged, and set up for success from day one. And they’re not afraid to walk away if that’s not clear. Leadership style, internal communication, and onboarding processes are increasingly influencing candidate decisions. 

“Culture, progression, and purpose are no longer ‘nice to haves’ they’re deal-breakers,” says Sarah Hay, Manager “Candidates are asking the right questions when being interviewed, and they’re naturally gravitating toward businesses that can offer clarity on how they’ll be developed and supported through their long term career aspirations.” 

There is also growing candidate awareness of what ‘good’ looks like, not just in salary, but in culture, communication, and how well they're set up for success from day one. L&D is being asked about more often, particularly by junior and mid-level talent. 

We’re also seeing stronger demand for lateral movement across channels. Sales professionals are looking to diversify their customer exposure whether moving from grocery into pharmacy or from independent retail into alternate channel leadership roles - to stay competitive for future leadership positions. 

Given our earlier point around broader remits, the greater breadth of customer and functional experience candidates present with, the more competitive they are for leadership opportunities. 

With a strong preference for in-office work returning in FMCG, flexibility has also become a dealbreaker, especially for top performers who have built their lifestyle around autonomy.

Client Challenges 

Hiring in FMCG is becoming more complex - not due to a lack of talent, but due to a mismatch between expectations and the realities of the market. The perfect candidate often comes at a premium, and even then, they may be choosing between multiple offers or strong counteroffers. 

The fastest-moving businesses are winning. Those with clear briefs, a decisive process, and an authentic EVP are securing high performers ahead of competitors still waiting for ‘unicorn’ profiles. 

Salary levels have stabilised overall, but inaction has a cost. Counteroffers are back in force – so for high-demand roles, delays in decision-making can result in losing talent entirely, and missing the market moment. 

While contracting is still less common in FMCG, senior interim roles are growing in prevalence, particularly to support structural transitions or plug gaps in leadership while longer-term plans are shaped. However, the pace of change suggests this could grow, especially as interim leadership becomes a more accepted part of transformation strategies. 

The Evolution of the Sales Function 

FMCG sales roles are evolving - not just in scope, but in what they demand from talent. The blend of execution and strategy is now non-negotiable, particularly in organisations where teams are smaller and expectations are greater. 

At the same time, there is also a growing need for data fluency. Tools like Circana, NielsenIQ, Coles 360, and Quantium are now core to the role, but many salespeople still rely heavily on insights teams. Those who can interpret data, craft stories, and use insights to influence decision-makers are standing out. 

Looking ahead, the rise of AI-enabled learning and digital sales enablement will continue to reshape capability expectations - but the fundamentals of relationship-building, influence, and resilience remain at the core. 

The businesses investing in the right people, building agile commercial teams, and acting ahead of the curve are setting themselves up for long-term growth – regardless of short-term market noise. 

But to do this effectively, you need the right hiring strategy. We've seen a growing number of businesses shift hiring responsibilities entirely in-house in response to cost pressures - only to return to agency support months later when key roles remain unfilled, or poor hiring decisions lead to greater long-term cost. 

In a cautious and complex market like FMCG, the price of misalignment is high. Working with a specialist recruitment partner helps you access the passive market, avoid costly missteps, and move quickly when the right talent appears – before your competitors do. 

The opportunity isn’t gone. It’s just harder to reach.  

And the talent that can take you there is still out there, if you know where (and how) to look. Reach out to the FMCG Sales team below for a confidential chat.