After more than 20 years in recruitment, Pete Shillito has learned that bigger isn’t always better. Having built his career with several leading firms before launching Shillito Group and Shillito Executive Search in 2023, he has become a passionate advocate for specialist, relationship-led recruitment across the region. Fresh from completing his tenure as South Yorkshire Chair of the Institute of Directors, he shares 10 lessons on business, leadership and why passion-led local firms are increasingly punching above their weight.
For years, conventional wisdom suggested that if you wanted the best professional services support, you looked to the biggest firms in the biggest cities. The assumption was simple: bigger budgets, bigger teams and bigger brand names meant better results.
This month’s cover star, Pete Shillito, has spent much of his career proving otherwise.
The Sheffield-based recruitment specialist has built Shillito Group into a respected regional player with a growing reputation in executive search, manufacturing recruitment and commercial appointments. Despite competing against national and London-based firms, his business continues to win work across Yorkshire and beyond.
The growth of the business reflects a wider trend: more organisations are turning to specialist, independent firms that offer deep sector knowledge, local insight and direct access to experienced professionals who care. Which leads us nicely into lesson number one…
LESSON 1: LOCAL KNOWLEDGE IS A COMPETITIVE ADVANTAGE
Much of Shillito Group’s work is rooted in South Yorkshire, particularly within manufacturing and engineering. While the business undertakes assignments further afield, there is usually a Yorkshire connection somewhere in the story.
For Pete, that local expertise is one of the region’s most undervalued strengths.
“There’s a lot to be said for having boots on the ground in the area recruiting people,” he says. “You understand it more. You know the area, the market and the people.”
He points to examples where large London-based companies have been brought in to recruit for senior positions in the region, only to identify candidates that local recruiters already knew.
“Other people I know in recruitment know the exact same person and would have found that same person. The London search firm just charged them £20,000 more for the service.”
It is, he argues, a reminder that understanding a place and its people can often be the difference between a good appointment and a great one.
“You might not know the subtle differences between Rotherham, Barnsley and Doncaster if you’re from outside the area. But there are subtle differences. The nuances, the businesses, the people – that knowledge of where you’re recruiting for is key.”
LESSON 2: RELATIONSHIPS STILL MATTER MORE THAN TECH
Recruitment has changed dramatically since Pete entered the profession more than 20 years ago – a world long before LinkedIn, ChatGPT and WhatsApp.
“When I started recruitment, we did actually use fax machines,” he laughs. “We did speak to people on landlines because hardly anyone had mobiles.”
Today, artificial intelligence is continually transforming how businesses across all sectors operate, including recruitment. Shillito Group has embraced AI to improve efficiency and streamline administrative processes, but Pete draws a firm line when it comes to client relationships.
“The front-facing stuff will never be done by AI. It’ll be done by people.”
He believes the most successful recruiters have always been those who invest time in relationships rather than hiding behind detached or often lazy technology. In an era increasingly dominated by automation, that commitment to human interaction has become a differentiator rather than an old-fashioned habit.
“The most successful people I know in recruitment are brilliant at the personable side of the job. They’re not doing that by hiding behind a phone or behind an email address. They’re doing it because they’ve got themselves out and sat with people to spend time with them.”
LESSON 3: EXPERTISE COMES FROM IMMERSION
Pete’s connection to manufacturing runs deep. His father spent decades working within the sector before becoming part of a management buyout team, while other family members worked for major Sheffield manufacturers including Forgemasters.
Although he jokes that he is “absolutely useless” when it comes to making things himself, his relationships with people in the industry has shaped his understanding of how to approach business.
“Knowing some of the history of some of the businesses in this area helps when speaking with clients. They know you’re invested and know your stuff right from the off. Everyone likes someone who knows what they’re talking about.”
After two decades recruiting in the sector, he has watched companies evolve, merge, expand and reinvent themselves.
“You get that deep connection to it. That passion is so important in separating yourself from the competition.”
The lesson is simple: specialisation matters. Businesses that genuinely understand their market often create more value than those trying to be everything to everyone.
LESSON 4: KNOW WHEN TO SAY NO
One of Pete’s most striking observations concerns something many growing businesses struggle with: turning work away.
He admits it’s not always the easiest thing to do, but Shillito Group has built its reputation by focusing on areas where it knows it can deliver.
“I’ve always said on this that I would rather us not recruit for something if we’re going to do a poor job.”
For him, it’s all about playing the long game. The business prioritises lasting relationships over transactional wins and is willing to walk away from opportunities that do not fit its values.
“We want to build strong, long-lasting relationships with people. You build credibility through honesty and consistency – that’s worth far more than a quick fee here and there.”
LESSON 5: SMALL BUSINESSES CAN OFTEN OFFER THE BEST TALENT
Recruitment remains a fiercely competitive sector, but Pete believes the rise of independent and boutique firms has changed the landscape significantly.
His theory is pretty straightforward.
“If you find the people that have set up their own businesses, they are usually the best performers coming from bigger recruitment agencies.”
Many of the independent recruiters he works alongside built their reputations within larger organisations before launching their own ventures. As a result, clients often gain direct access to highly experienced specialists rather than junior staff working within larger teams.
“With a small business, the person you meet is going to be involved all the way through because it matters.”
That hands-on involvement creates a more personal experience and often delivers better outcomes.
It is one reason why he sees growing demand for independent firms across professional services: people increasingly want to work with people, not faceless brands.
LESSON 6: COLLABORATION BEATS COMPETITION
One of the more surprising themes that emerges during our conversation is how collaborative South Yorkshire’s recruitment community can be.
Rather than guarding opportunities, Shillito Group and Shillito Exec frequently share work, referrals and advice with fellow recruiters.
“I must have conversations with three or four recruitment friends a week, just to see how they’re doing, pass on advice and receive advice.”
If a client brief falls outside their expertise, he is happy to recommend another recruiter.
“It’s a case of saying, ‘We’re not best placed to recruit that, but speak to her, speak to him. I know them. I can recommend them. They’ll do a great job.’”
That approach reflects a wider characteristic Pete sees across South Yorkshire’s business community.
“I think South Yorkshire, in general, is very good at wanting to see other people do well. What’s good for the overall ecosystem is good for your business, too.”
Despite describing the region as a friendly and collaborative place to do business, Pete believes it still has work to do when it comes to telling its story.
Which leads neatly to the next lesson...
LESSON 7: SOUTH YORKSHIRE SHOULD BE MORE CONFIDENT
Away from recruitment, Pete has become one of South Yorkshire’s most vocal business champions. During his tenure as Chair of the Institute of Directors South Yorkshire, which ended last month, he helped drive membership growth and encouraged greater engagement across the region’s business community.
His motivation stems from a belief that South Yorkshire frequently undersells itself.
“I think sometimes people need reminding what Sheffield and South Yorkshire contribute and have contributed.”
Reflecting on his time with the IoD, Pete points to the enthusiasm of local business leaders and the appetite for stronger connections within the region.
“There was a group of us who were enthusiastic and committed, who wanted to put events on in South Yorkshire and invite people to them. I think people resonated with that and wanted to be involved.”
Whether it is advanced manufacturing, defence, engineering, digital technology or university spinouts, Pete believes the region is producing extraordinary work that often goes unnoticed.
“There’s so much happening in the city – from big cultural events to business innovation. The more good that comes out of this area, the better it is for all of us. More people will want to invest here, build new factories here and bring more jobs into the economy. Big parts of Sheffield are unrecognisable now – it shook off the Full Monty look a long time ago.”
The challenge, he says, is making sure more people hear about it.
LESSON 8: BE SELECTIVE WITH YOUR TIME
As a business owner and father of two young children, Pete has become increasingly protective of his time.
“I’ve come to see my time as a lot more valuable because time is the one thing you can’t get more of.”
That perspective has changed how he approaches networking and business development. Rather than attending every event available, he focuses on those that offer genuine value.
“I’m much more picky about the events and networking I’m at these days. I want to be in the right rooms with the right people. I’ve been guilty in the past of turning up to an event and thinking, ‘Great, there are 80 people here’, but for the advancement of the business it wasn’t the room I needed to be in. The bacon sandwich might have been lovely, but I needed to be somewhere else.”
LESSON 9: DEFINE SUCCESS ON YOUR OWN TERMS
Many entrepreneurs are conditioned to think growth must always mean bigger offices, more locations and relentless expansion. Pete sees things differently.
When he launched the business, one of the driving motivations was creating flexibility around family life.
“My other half was expecting our first child, and I wanted and needed the flexibility to be a dad because that is my favourite and most important job. I never wanted to have to ask permission to do something with my family.”
While the business continues to grow, his ambitions are deliberately measured.
“We’re not looking at opening five branches across the UK and Europe or taking over the world. We’re looking to grow this brand, grow this business and continue to be successful, but in a way that works for us.”
In a growth-obsessed, LinkedIn-flexing world, it offers a different definition of success: building a sustainable business that delivers excellent work while supporting the life he wants to lead.
THE FINAL LESSON: BACK YOURSELF
As our conversation draws to a close, Pete is asked what advice he would offer someone considering launching their own business while worrying about competing with much larger rivals.
His answer comes without hesitation.
“Back yourself.”
He takes a couple of seconds before expanding on the point.
“There’s a reason that you want to do it. Whether that’s recruitment or anything else, above anything else, back yourself.
“You are better than you think. Put yourself in the right rooms with the right people. Put yourself out there. You are more than good enough.”
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