Background on Argon and the Denmark Role:
Argon is a global medical device manufacturer, proudly operating for over 52 years. Traditionally, our presence in the UK was supported by agents and distributors. However, just over two years ago, our VP of Europe and APAC made the strategic decision to shift to a direct sales model a move designed to strengthen our market presence, build brand trust, and create lasting relationships with physicians.
That’s when I joined with a specific brief to lead this transformation in the UK and support the wider Nordics region, which was already operating under a direct model. Since then, we’ve built out strong teams, with dedicated sales managers now in place across each of the Nordic countries. Many of them have been with us for a long time, and the stability has really helped us evolve.
Why We’re Talking, Denmark:
Denmark has been the one area where we’ve experienced some instability. We’ve had a few different people in post, but haven’t quite found the right fit. The most recent sales manager actually won President’s Club last year which says a lot about her quality but ultimately, she chose to return to cardiology, where her passion lies.
That triggered a fresh recruitment drive, and it’s at this point that BMS Performance came into the picture.
The Bigger Picture at Argon:
What’s important to understand is that this hiring isn’t just about filling a vacancy. Argon is going through a major transformation not only in structure, but also in brand and perception. Over the past four years, especially under our current VP, we’ve worked hard to elevate the Argon brand. We’ve invested heavily in repositioning ourselves as a trusted, recognised name known not just for our quality products, but also for the calibre of our people.
And now, that effort is starting to pay off. We’re seeing growing awareness, recognition, and credibility in the marketplace.
My Role and Responsibility:
As Sales Director for the Direct Markets, I work alongside another Sales Director responsible for Distributor Markets (primarily covering Southern Europe and the Mediterranean). I manage the UK, Nordics, and Germany where we operate direct sales teams. A big part of my remit is ensuring the right people are in place not just skilled, but aligned with our values and culture.
Which is exactly why the partnership with BMS is so crucial.
Argon’s Two Core Product Portfolio Areas:
Argon has been in business for over 52 years, and during that time, we’ve built a strong foundation across two key product markets:
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Drainage and Biopsy (Legacy Strength)
This is where our heritage lies. We’ve long been market leaders in both drainage and biopsy, offering a wide, high-quality portfolio that’s well established across multiple geographies. These are our legacy products trusted, proven, and highly regarded by healthcare professionals. -
Vascular (Strategic Growth Area)
While we’re not moving away from our legacy strengths, we’re actively expanding into the vascular space. We’ve already launched a number of vascular products in the US, with several more in the pipeline for Europe. This marks a strategic investment in the future of the business, supported by innovation and a commitment to addressing evolving clinical needs.
How This Ties to Recruitment:
Because of this broad and evolving portfolio, we’re looking for candidates who bring versatility across all three areas drainage, biopsy, and vascular. We understand that’s a big ask, and in some cases, we’re genuinely searching for “unicorns” people with not just the right experience, but also the right mindset and cultural fit.
We’re building something special here: a high-performing, collaborative, and energised team, and finding the right people is absolutely critical to ensuring Argon continues to grow and elevate as a brand.
How did these recruitment needs arose and why now?
Over the past two years, we’ve gone through a significant period of recruitment. Our direct team has grown substantially, roughly doubling in size from the mid-20s to where we are now. I don’t have the exact figures to hand, but it’s been a major recruitment drive. A lot of credit goes to the US, who recognised the value of having direct teams in place. They saw the benefits early on and backed us, investing in that growth, which has made a real difference.
With any recruitment journey, you develop your go-to people. After working in the industry for a while, you build trust with certain recruiters, the ones who ring you at the end of the day saying, “I’ve got a role, know anyone?” And if they’ve been good to you in the past, like me, you stay loyal.
In our case, I introduced a UK recruiter I’d worked with for years, while our HR manager in the Nordics had her own long-standing recruitment partner and to be fair, both have served us well, both in the past and over the last two years, especially as we built out the team before I joined Argon. But we ran into a challenge with recruitment in Denmark. Our previous sales manager there, who had done brilliantly and even made it to President’s Club , decided to return to her passion: cardiology. We completely understood and supported the move, but it meant we had a gap to fill.
So, we reached out to our usual recruitment contacts, as well as a few new ones. One of them approached us at a conference and honestly, they caught us at the right time. We were struggling. We kept hearing the same thing: that the only candidates available were either very early in their careers (still in hospitals) or at the other end of the spectrum , very experienced, but possibly nearing retirement.
We were looking for someone in that sweet spot, ideally, someone with clinical experience (like a nurse or radiographer), but who had also made the move into industry and held one or two commercial roles. A true hybrid. And we were repeatedly told: “That person doesn’t exist in Denmark.”
Then I got a call one of many I receive every day but the approach stood out. You took the time to understand what we actually needed. I brought in our HR manager, and you handled that process really professionally, got the terms agreed, and within just a couple of days, you’d already provided four or five strong candidates who did fit the brief. These weren’t straight out of hospital, and they weren’t at the tail-end of their careers either.
To be honest, some CVs from other sources were almost frustrating including ones that mentioned they were planning to retire in 4–5 years. Why would you even put that on a CV?
What stood out was the communication. With a lot of agencies, you get a call saying, “I’ve got the perfect candidate,” but there’s no follow-up. They send a CV and then disappear. You were different. You followed up, asked what I thought, addressed my concerns.
And because either you or George had personally interviewed the candidates, you actually knew them. I raised a concern about one profile, and George responded within an hour, breaking it down in detail. It was clear he knew this person well. That’s so rare. With many agencies, when I raise a concern, I can tell they haven’t even spoken to the candidate.
The way you understood our brief, built relationships with the candidates, and moved quickly all of that really impressed me. It was proactive, thoughtful recruitment, and it made a big impact.
How was our screening process?
One of the things that really impressed me was when we had that Zoom call and you showed me the map — I’m not sure what system you use or how you do it, but it really stood out. We’d already spoken to various other recruitment agencies, run LinkedIn ads, and reached out to our own networks… and we were getting nothing back. It felt like a dead end. Then suddenly, within 48 hours, you shared your screen and there it was — a map with 10 candidates dotted across Denmark, all with relevant experience. That visual alone made such a difference. It wasn’t just, “We think we can help” — it was a concrete demonstration: “Here’s who we’ve found. Here’s where they are.” It gave us immediate confidence that you actually had access to the talent we’d been told didn’t exist.
The tool used is called LinkedIn Talent Insights — it lets us fine-tune the brief and clearly define what you’re looking for, then show you what the market actually looks like in real time. I really liked what you said about “the dots” they’re essentially hotspots that represent where relevant talent is located, and whether those candidates are active or passive right now.
It’s something we always try to bring into our initial calls to add value straight away. Because what it really does is cut through the noise — it shows whether you’re genuinely searching for a unicorn (where there might only be one or two matches in the whole market), or if you’ve just been told that by others who may not be approaching it as proactively as they could be.
At the end of the day, it’s about providing real, actionable data. It gives you a clear view of what’s possible —and whether your ideal hire is out there and within reach. So yes, I’m really glad you called that out and I appreciate the chance to explain it a bit more!
What were best parts about the whole process with working with BMS from start to finish and why?
From the start, what really stood out to me about working with you and George was how approachable and genuine you both were. You delivered on everything you said you would, and you backed it up with action. That visual you shared during our first Zoom the map showing candidate hotspots was a game changer for me. It wasn’t just words; it was data, and it was real.
More importantly, you gave us quality candidates, fast. And the communication has been consistently strong.
If I call you, you answer. If you reach out, it’s with purpose, not just checking in for the sake of it. That’s rare. George, in particular, was incredibly responsive throughout. If I raised any concerns, he had answers — thoughtful, informed, and clearly based on having personally interviewed the candidates. He knew them inside and out.
After I flew to Copenhagen for final interviews, George even called me at the airport on my way back. We had a really open conversation about the candidates. He didn’t try to oversell or push anyone on me. It felt like I was speaking with a partner someone who was listening, advising, and genuinely working with me to make the right hire. That kind of honest dialogue is incredibly important, especially given the volume of recruitment we’re doing.
I’ve worked with other agencies who’ve sent me average candidates or worse. And in this business, you often only get one chance. We don’t have time to waste at Argon. You and George had that one chance… and you absolutely ran with it. You exceeded expectations across the board: in candidate quality, speed, and communication.
Because of that, the conversation now goes beyond just me. You’ve earned the attention of our HR VP, which means your reach could now expand across the entire Argon organisation. We’re a global company; if we have needs in South Africa, Japan, or anywhere outside the US, we now know you’re a partner we can trust. That one chance turned into something much bigger. And I genuinely appreciate it.
Why would you recommend us?
I’ve said it a few times already, but the thing that really sets you and George apart is how genuinely approachable and responsive you both are. You listened to what I actually needed and you came back with exactly that. You didn’t just try to force someone into the role to close a deal and that really matters to me, because it’s how I run my own business, too.
I always tell my team: if our product isn’t right for the situation, don’t push it. Because when you’re honest about when something doesn’t fit, people trust you when you say, “This time it will.” That mindset carries over into recruitment and you’ve clearly got the same philosophy.
Some agencies will just fire over CVs that technically hit the brief, but when you actually speak to the candidates, there’s no spark, no energy, no cultural fit. That’s not helpful. A poor team fit even if they tick every box on paper can damage a high-performing team. What we’re building is all about long-term, trusted relationships with clinicians, so personality and attitude are just as important as past experience.
You got that straight away.
Not only did you show me clearly that candidates existed in that ‘middle ground’ — not fresh from hospital, not about to retire — but you interviewed them and understood who they were. George got what I was looking for, and when he said a candidate had the right personality, energy, and team fit, I trusted that — because you’d taken the time to get it right.
It was the perfect combination: spot-on skills, matched mindset, and great team fit. That’s what makes the difference between just “filling a role” and actually building a team.
Craig McKillop – Sales Director – Argon Medical Devices SARL
