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It is September 2026.
So nobody can honestly tell you what EdTech Head of Sales salaries are across the whole of 2027 yet.
What we can do is look at current advertised UK roles, compare the scope behind the title and use that evidence to plan a realistic 2027 hiring budget.
That is more useful than pretending next year's market has already happened.
Several recent UK education and EdTech Head of Sales roles have advertised base salaries around £60,000 to £70,000.
A Series B EdTech Head of Sales role advertised through Tipped Recruitment listed £60,000 to £70,000 base with OTE up to £90,000.
Michael Page advertised a Head of UK Sales role in EdTech at £60,000 to £70,000.
Tes advertised a Head of Partnership Sales role at £60,000 to £70,000 with 50% OTE.
At the more senior end, a remote Sales Director role in EdTech and publishing advertised a £95,000 base plus commission.
Same sector.
Very different scope.
A useful planning framework is to think in three broad bands.
For a first time Head of Sales or player coach leading a small team, a base around £60,000 to £75,000 may still appear in the market.
For an experienced Head of Sales owning strategy, team performance and a meaningful revenue number, companies should be prepared for roughly £75,000 to £90,000 base.
For a senior Sales Director level remit, enterprise markets, international scope or a larger team, £90,000 to £110,000 plus can be more realistic.
These are planning ranges, not a RecruitHer salary survey and not a promise of where the market will land.
A role can sit outside them depending on the company and candidate.
Base salary is only part of a sales leadership package.
Candidates will want to understand variable pay, how targets are set, what percentage of the number is already proven and whether the team they inherit can realistically deliver it.
A high OTE with an untested target is not automatically a better package.
Strong candidates ask how many people hit target now.
They ask about average deal size, pipeline, conversion, sales cycle and churn.
Your compensation story has to survive those questions.
A startup hiring its first sales leader may need someone to sell personally, create the process, hire the team, forecast revenue and influence product.
That is a broad role.
A later stage company may offer more infrastructure but expect leadership across a much larger number.
Do not benchmark both jobs under one Head of Sales title.
Scope drives price.
A leader selling lower value contracts to schools may manage a higher volume motion.
A leader selling enterprise platforms to large trusts, universities, publishers or international organisations may work fewer, larger and more complex deals.
The commercial skill set is different.
So is the available talent pool.
Package the role against the market you actually need.
Remote roles can access a wider UK candidate pool.
A role requiring several days each week in central London reduces that pool and changes candidate expectations.
Travel heavy roles also need to be clear about the real requirement.
Do not set the salary first and add location restrictions later as if they have no effect.
Startups often use equity to make a package more attractive.
That can work when the candidate understands the value, the terms are clear and the role has real influence on growth.
Equity should not be used to explain away a base salary that is far below the market.
Senior sales leaders know the difference.
The best time to discover your salary is wrong is before candidates are interviewing.
Map comparable roles.
Look at the real scope.
Test the package with the market.
Then decide where you are willing to flex.
RecruitHer can support EdTech companies with salary benchmarking and senior commercial market mapping before a Head of Sales search begins.
Current 2026 market signals suggest planning ranges can start around £60,000 to £75,000 for a first time Head or player coach, around £75,000 to £90,000 for an experienced Head, and £90,000 to £110,000 plus for broader Sales Director level scope. These are planning ranges, not a 2027 salary survey.
The package changes with company stage, team size, revenue ownership, customer segment, enterprise complexity, international scope, location and whether the role is still expected to sell personally.
The variable plan needs credible targets and a clear explanation of current pipeline, conversion, sales cycle and team attainment. A high OTE is not attractive if the underlying target is unrealistic.
Emilia Kruszewska is an EdTech recruiter and headhunter at RecruitHer, working with EdTech companies on commercial and leadership hiring.
Tipped Recruitment, Head of Sales, EdTech, Series B
