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Job boards can produce good applicants.
They are only one part of the market.
Strong salespeople are often busy selling. They may not be actively looking, and they may never type EdTech sales jobs into a search bar.
If the role is important, direct sourcing should be part of the plan.
A useful way to widen the market is to search for people who already sell to the same customer.
If you sell to schools, look at people working across education software, publishing, safeguarding, assessment, MIS, teacher recruitment, professional development and other school suppliers.
If you sell to universities, look at higher education software, research technology, student services, learning platforms and adjacent B2B services.
The product does not need to be identical.
Understanding how the customer buys can be highly transferable.
EdTech companies can also find strong commercial talent outside education.
Health technology, HR technology, public sector software and other regulated SaaS markets can produce salespeople who understand complex stakeholders, longer sales cycles and implementation risk.
The key is to assess how quickly they can learn the education context.
Do not widen the market by lowering the bar.
Widen it by separating transferable sales capability from sector knowledge.
There is another pool companies often miss.
People who started in education and have since built commercial experience.
A former teacher who has spent several years in customer success, partnerships or sales can bring both credibility and revenue skill.
That combination can be particularly useful in school facing roles.
The important part is the commercial evidence. Education experience alone does not make someone a salesperson.
London has the largest concentration of EdTech companies, but the talent market is national.
Manchester, Leeds, Sheffield, Birmingham, Bristol, Exeter, Cambridge, Cardiff, Glasgow, Edinburgh, Belfast and other cities all have education technology, learning technology, publishing and skills businesses.
Remote and hybrid working has also widened the market.
Before you restrict a role geographically, ask whether being in one office several days each week is genuinely required for the job.
Every extra restriction changes the size of your candidate pool.
Events, customer communities, founder networks and education technology groups can all help.
But networking is not the same as hoping someone knows a salesperson.
Build a target list.
Map relevant companies.
Identify the people doing the work.
Approach them with a message that explains why the role is worth a conversation.
Good salespeople receive recruiter messages constantly. Generic outreach disappears quickly.
A specialist recruiter should bring more than a database.
They should know where the transferable talent sits, which candidates are open to a move, what packages are realistic and where a brief is unnecessarily narrow.
They should also be able to explain your product and market well enough that a passive candidate wants to hear more.
That is especially useful when your ideal hire may not currently work in a company that calls itself EdTech.
The strongest question is not where are the EdTech salespeople?
It is where are the people who have solved this kind of sales problem before?
That change opens the market without making the search vague.
RecruitHer maps talent across EdTech, education and adjacent SaaS so companies can reach candidates who may never appear in a standard applicant pool.
Use a mix of direct sourcing, job boards, education suppliers, adjacent SaaS companies, sector networks and people who have moved from education into commercial roles.
No. The UK talent market is national, and remote and hybrid working has widened it further. Restrict location only where the work genuinely requires it.
Health technology, HR technology, public sector software and other complex or regulated SaaS markets can produce relevant sellers, as can suppliers already selling to schools, trusts or universities.
Emilia Kruszewska is an EdTech recruiter and headhunter at RecruitHer, working with EdTech companies on commercial and leadership hiring.
