A Resume Is a Starting Point, Not a Verdict
A packaging sales resume can tell you where someone has worked, which titles they have held, and how long they have been in the industry. It rarely tells you enough about how they actually sell, how they build trust with customers, or what they will do in your specific commercial environment.
Titles can be misleading. A “Sales Director” may have managed a large team or may have carried an individual territory with limited leadership responsibility. A “Business Development Manager” may have generated genuine new business or may have inherited a portfolio that was already growing. Strong assessment means testing the evidence behind the claims.
1. Separate Revenue Responsibility From Revenue Credit
Ask candidates to explain the commercial results they describe, then explore their personal contribution. What was the starting point? What changed? Which customers were won? How long was the sales cycle? What did the candidate personally do, and what was delivered by the wider team, pricing strategy, product range, or market conditions?
The goal is not to challenge a candidate unnecessarily. It is to understand whether the result reflects prospecting ability, account development, leadership, pricing discipline, technical selling, or a combination of factors.
Useful questions include:
What percentage of the growth came from new accounts?
Which part of the sales process did you personally own?
How did you protect margin while winning the business?
What would your previous manager and customer say you did particularly well?
2. Test the Candidate's Packaging Knowledge
Commercial confidence is valuable, but packaging sales also requires enough technical understanding to earn credibility. The depth required will depend on the role and segment, but candidates should be able to explain the products they sell in practical customer language.
Explore their understanding of substrates, converting processes, applications, lead times, quality considerations, and the buying criteria that matter to customers. A candidate does not need to be an engineer, but they should know when technical support is required and how to connect product capability with customer value.
3. Understand the Customer Relationships
Packaging sales is relationship-driven, but “strong relationships” should be treated as something to explore rather than accept at face value. Ask about the type of customers the candidate knows, their level of access, and whether those relationships are personal, company-owned, or tied to a specific product and service model.
You should also understand how the candidate earns trust. Do they lead with technical insight? Do they solve supply problems? Do they help customers launch products? Do they manage complex procurement processes? The answer will indicate how transferable their relationships may be to your business.
4. Look for Evidence of Commercial Process
High-performing salespeople are often disciplined operators. They know how to qualify opportunities, prioritize accounts, forecast accurately, and move complex decisions forward. Ask candidates to describe their pipeline process and how they decide where to spend time.
For leadership roles, examine whether they can create that discipline across a team. Can they coach without micromanaging? Can they set measurable expectations? Can they identify a weak opportunity early enough to change course?
5. Assess Motivation, Not Just Interest
A candidate may be interested in speaking with you without being genuinely motivated to move. Understand what would need to be true for them to leave their current employer. Is the motivation growth, autonomy, leadership scope, product quality, compensation, location, or frustration with their current environment?
Then compare that motivation with what your business can credibly offer. The purpose is not to sell an opportunity that cannot meet the candidate's priorities. It is to identify whether there is a durable match.
6. Check Cultural Fit Through Specific Examples
Cultural fit should not become a vague question about whether someone is “a good fit.” Ask for examples of how candidates have handled disagreement, missed targets, customer pressure, operational problems, and changes in strategy.
The right environment depends on the company. A fast-growing converter may need an entrepreneurial salesperson who is comfortable building structure. A large manufacturer may need someone who can navigate process and collaborate across functions. Define the behaviors that matter before the interview begins.
A Simple Scorecard for Packaging Sales Hiring
Use a consistent scorecard across candidates:
**Commercial results:** measurable revenue, margin, account, or team outcomes
**Relevant segment knowledge:** substrate, applications, customers, and sales cycle
**New business ability:** evidence of winning and developing accounts
**Leadership capability:** hiring, coaching, forecasting, and accountability
**Customer credibility:** depth and quality of relevant relationships
**Motivation and fit:** alignment with the role, company, and growth plan
A scorecard makes the process more objective and helps decision-makers distinguish between polished interview performance and genuine evidence.
The Best Assessment Is Evidence-Based
The strongest packaging sales hires are selected because the evidence fits the problem the business needs to solve. Resumes open the conversation. Structured interviews, references, market knowledge, and careful questioning reveal whether the candidate can deliver in the real environment.
For specialist or senior commercial roles, an experienced packaging recruiter can add value by testing the market reputation and segment relevance that are difficult to establish from a resume alone.