Chris Relth is a seasoned professional with 19 years of experience in the talent industry, recognized as a thought leader and an agent of change. He is the Founder and CEO of Artemis, a specialized staffing and executive search organization, where he brings a tenacious approach to concierge-style permanent search and staffing services. Additionally, Chris is a Managing Partner for Artemis United, a DVBE-certified joint venture that works with the state, fed, and clients to help meet their vendor diversity needs. Artemis United only hires military veterans internally to help with their transition to the civilian workforce.

Chris' leadership philosophy is rooted in the belief that fostering a supportive and collaborative work environment is critical to the success of his team, and ultimately leads to successful outcomes for his clients. His company is dedicated to the satisfaction of its team members and is committed to contributing to positive, long-lasting impact through the promotion of happier, healthier workforces.

A Bay Area native, Chris holds a degree from Chico State University and has been a resident of Orange County for over a decade, where he currently resides in Ladera Ranch, CA. In his free time, Chris channels his energy into philanthropic pursuits as a partner of Miracles for Kids and sits on various boards. He is also a youth football and baseball coach and is heavily involved in fitness.

Chris Relth

A salesperson said they were a "prospecting machine"
But when I asked about their process...
Crickets.



Last week, I was interviewing candidates for a sales role. I needed a hunter.

One particular salesperson had an impressive resume. 

The right companies and the right numbers.

But when I asked about their approach, they gave generic answers.

Even after digging deeper, asking about their actual process, specific techniques, sequences for outreach, follow-up cadence... still... silence.

When you're hiring for a hunting role, you need to test real methodologies.

Here are the specific questions I've learned to ask:

> What prospecting techniques have you found most successful and why?
> What are the expected pull-through numbers you look at and the ROI?
> How do you research prospects before reaching out?
> Describe your follow-up process when someone doesn't respond
> How do you handle rejection and maintain consistency?

The best hunters can and will walk you through their entire system.

They know their numbers.
They understand timing.
They have a process they follow religiously.

Don't just ask what someone's done in your interview process. Ask them to show you how they do it again and again.

What's the best interview question you use to separate the hunters from the chancers?

At least 30% of promoted top performers 
End up going back to individual contributors 
But why does it happen? 



It’s rarely because they failed.
It’s because the job they loved suddenly became one they didn’t recognize.

As a top rep, you can blow past quotas,
Without even thinking about KPIs, reporting, or corporate bureaucracy.

It’s instinct at that point.

But leadership is an entirely different game.

Suddenly you're dealing with:

> Managing people who can't do what came naturally to you
> Endless reporting and administrative tasks
> Two team members making more money than you (despite your bigger base)

They start to make you question why you ever left the field.

That’s when burnout kicks in, and the best producers quietly ask to go back to selling.

The reality is simple: 

Being great at sales doesn't automatically make you great at leading salespeople.

Here's what I look for when identifying top performers built for leadership:

Do they help others without being asked?
Do they already mentor teammates informally?
Do they have patience for someone who’s still learning what came naturally to them?

If the answer is no, you might be doing them a favor by keeping them in an IC role.
Where they can excel and earn more without the management headaches.

Some of the highest earners I know never moved into management. 
They stayed focused on what they do best.

And you know what?

There's absolutely nothing wrong with that path.
Leadership isn’t the only way to grow.

And we should normalize that.

Every client I hire for… 
I ask for their top 5 competitors. 
And they always push back

Every client I hire for, I ask for their top 5 competitors. 

To map the market and spot potential in the wild. The vast majority push back with an objection.

"We'll never get someone from [X]. They pay too well."

"Their people are too loyal."

"It's impossible."

Think about this. The most common response is "we can't do it."

Why?

Because most assume their competitors' top performers are happy. 

Without evidence. Maybe it's branding, PR, or the regard in which they hold the business.

But many of these people are fighting limited growth, outdated products or leadership they can't stand.

Instead, they ask me to search for generic "software sales experience." Like selling enterprise accounting software is the same as selling cybersecurity tools. It’s not.

Just last month, my client insisted we avoid their main competitor. Three weeks into the search, generic candidates filled the pipeline.

None of the candidates understood the market and training would be too long.

I finally convinced them to let me target their competitor.

Within a week, our headhunters found someone who:

1. Knew their products inside out
2. Been selling to same clients
3. Could hit the ground running, day one.

Fast forward six months. They're the top performer and won their biggest deal of the year.

If you want A-players and immediate impact, think strategically about your top 5 competitors.

That's where your next star salesperson is probably sitting.

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