A shifting market for commercial leadership
Over the past 12–18 months, we’ve had a growing number of conversations with senior sales leaders asking the same question:
Should I hold out for a VP Sales or CRO role, or step back into an individual contributor position?
It’s a fair question. And in today’s market, it’s no longer a straightforward one.
Across maritime software, commodity intelligence and carbon analytics, the structure of commercial teams is changing. Hiring has become more selective, leadership roles are fewer, and expectations are higher.
As a result, many experienced leaders are reassessing what the next step should look like.
What’s changed in 2026?
The market has shifted in a few important ways:
- Fewer leadership roles
- Companies are hiring more cautiously. Many are delaying VP or CRO hires until revenue is more predictable.
- Lean, revenue focused teams
- There is a stronger focus on efficiency. Businesses want individuals who can directly influence pipeline and revenue.
- Founder led sales lasting longer
- In earlier stage companies, founders are staying closer to sales for longer, reducing the immediate need for senior leadership hires.
- Higher expectations for leadership hires
- When leadership roles do open, expectations are broader. Strategic oversight alone is no longer enough. Execution matters more than ever.
Is moving back into an IC role a step backwards?
Not necessarily.
In many cases, it can be a strategic move depending on timing, context and long term goals.
Closer to revenue
Individual contributors are directly responsible for generating revenue. In a tighter market, that proximity to outcomes is valuable.
Strong earning potential
Top performing ICs often out earn leadership roles, particularly in high growth SaaS businesses.
Access to earlier stage opportunities
Many early stage companies prioritise experienced sellers before hiring leadership. This creates opportunities to join high potential businesses at an earlier point.
Repositioning into new markets
For those moving into adjacent sectors such as carbon intelligence or commodity data, an IC role can provide a faster route to credibility.
When it can be a backward step
That said, not every move makes sense.
It can be a step backwards if:
- There is no clear rationale behind the move
- The role lacks progression or growth potential
- It distances you from long term leadership ambitions
- The company structure does not support future leadership opportunities
What hiring managers are really looking for
One of the clearest trends we are seeing is the demand for player coach profiles.
Companies are not just hiring leaders to set strategy. They are looking for individuals who can:
- Build pipeline
- Close deals
- Shape GTM strategy
- Mentor junior team members
A more realistic career path today
The idea of a linear career path is becoming less relevant.
It is increasingly common to see:Leadership → IC → Leadership againOr:IC → Leadership → Back to IC in a new market → Leadership at scale
These moves are not necessarily regressions. In many cases, they reflect a more adaptive and strategic approach to career development.
Final thoughts
Stepping into an IC role is not inherently a backward step.
In the current market, it can be a smart repositioning move, particularly when aligned with long term goals, market timing and the right company.
The key is intent.
Leaders who make these decisions deliberately, with a clear view of where it leads, tend to benefit the most.
