Industry Expert Interviews Archives - Superfast Recruitment

Welcome to the Superfast Recruitment podcast. In this episode, Sharon sits down with Sarah Bishop, founder of Recruit Recruit, based in Wolverhampton, and author of the newly published book Scale Up! The Founder’s Guide to Accelerating Growth by Building Dream Teams.

Sarah has spent 30 years in recruitment, and her book is built around one of the most extraordinary case studies you will hear in this industry: helping a business called Your Doctor Film and Media grow from zero to £30 million in turnover in just 21 months, in the middle of a pandemic.

This is a conversation about what strategic hiring actually looks like in practice, why culture and DNA matter far more than job specs, and how Sarah’s subscription model is changing the way small and growing businesses access great recruitment support.

Sarah also shares something refreshingly honest: that despite all her success in helping others to scale, she has found it harder to apply the same thinking to her own business.

Sharon: Before we get into the big case study, tell me, what made you decide to write the book in the first place?

Sarah: It was a mixture of things, really. Throughout my career, I have worked with fast-growing businesses. Phones4U, Holiday Hypermarket, HomeServe. But those experiences were always as part of a larger team doing volume hiring. The case study at the heart of the book, Your Doctor Film and Media, was completely different because we were building every single team from scratch across every function.

There were genuine moments where I thought I knew something, and then realised I knew it in theory but not in practice. And honestly, the second reason was to prove to myself that I could actually finish something as big as a book.

Sharon: So, your book is centred on helping Your Doctor Film and Media go from zero to £30 million in just 21 months, during a pandemic of all things. Walk me through it. What were the big recruitment challenges, and how did you help them see hiring as a competitive advantage rather than just a cost?

Sarah: In the early days, it was a malay. Nobody knew what was going on or how long Covid was going to last. Your Doctor Film and Media started by providing Covid testing for the film and media industry at Pinewood Studios, beginning with Jurassic World Dominion, and it just snowballed from there.

The turning point came when producers got frustrated that government laboratories could not turn tests around quickly enough. Hollywood producers are fairly exacting about their timetables and budgets, so Your Doctor made the very smart decision to build their own labs. Suddenly we were finding biomedical scientists and a Head of Science who, miraculously, got the labs ISO-accredited in a matter of weeks.

I was brought in through Vanessa Deco, a brilliant Chief People Officer and a very good friend. She introduced me to Pete and Dr. Rick, and they trusted me from day one. They gave me access all areas, including board meetings and strategic planning sessions, which meant I could really do my job properly. I cannot take too much credit for the strategic approach. A lot of that was down to Pete and the founding team being willing to stop reacting and start building a proper business.

Sharon: That is such a challenge, is it not? Recruiting for roles that do not even exist yet. How did you figure out what talent was needed before the business even knew what it required?

Sarah: The early stages were actually more straightforward than you might think. The first brief was very clear: find people who could interface between film crews and clinical teams, work antisocial hours without complaint, think on their feet, and handle what I called tricky people, meaning Hollywood producers who wanted the impossible done yesterday.

I immediately knew that events and hospitality professionals, many of whom had been furloughed or made redundant during Covid, were the perfect fit. Some of my earliest placements were technically overqualified, but I could see they were going to become the future leaders of the business. Laura had spent years with Disney on their cruises and ended up heading up special productions including The Crown. Serge had been Events Manager at the Royal Opera House for 13 years and followed a similar path.

The harder roles came later, on the technical and scientific side, where candidates tended to be more risk-averse. Some people I simply could not put in front of the client, not because they lacked the ability, but because they needed structure that did not exist yet and would not have lasted five minutes in that environment.

Sharon: Most agencies just default to matching skills and experience when they are under pressure to move fast. How did you get under the skin of Your Doctor’s culture and DNA, and how did that actually change who you put forward?

Sarah: Getting the DNA match right is not just about culture and values, though those matter. It is about genuinely understanding what a business is trying to achieve and where it is going, and then working out whether a candidate will actually thrive in that specific environment.

I still cringe at the term ‘recruitment consultant’, because too many people in this industry are essentially order-takers. They get a job spec, they try to fill it, and they have no idea where the business is heading. I was very fortunate that Pete, Dr. Rick, and the whole team treated me as an equal, not as ‘the recruiter’. We were never left waiting for feedback. We were in the room. That is what allowed me to do my best work.

Pete once said it was so nice to work with a recruiter where you did not feel you needed to arm yourself with a wooden stake and cloves of garlic. He had used all the big London names on previous projects, and I think that says everything.

Sharon: Tell me about your subscription model, because it is quite different from the traditional contingency approach. What drove you to develop it, and why do you think it works better for businesses that are growing fast?

Sarah: I cannot believe I did not think of it sooner. Traditional contingency recruitment creates this start-stop-start dynamic that serves nobody. Even if the placements are brilliant, the reactive nature of it means businesses are always catching up.

My model is designed to work like an embedded internal talent acquisition team, without all the overhead. Clients get predictable monthly costs rather than surprise fees, which is better for their cash flow. And from our side, we get the time to build proper talent pools, map the market, and do a genuinely good job rather than scrambling to fill an urgent vacancy.

We have a startup mode from around four hundred pounds a month for sole traders taking on their first hire, right the way up to established corporates whose finance directors are looking at recruitment spend and do not want a full internal team sitting idle in quiet periods. I should also say, with some embarrassment, that I have not scaled my own business anywhere near as well as I have helped others to scale theirs. Classic physician-heal-thyself.

The Hire That Changed Everything

Sharon: So looking back over that whole 21-month journey, what was the single hire that you think really shifted things for Your Doctor? The one that unlocked the next stage of growth?

Sarah: It is not the hire you might expect. The earliest placements, the events and hospitality professionals we brought in when nobody knew what was going on, had an enormous impact. Not just because they handled the chaos brilliantly, but because they stepped up and became managers and leaders as the business grew.

In terms of a single hire that shifted the trajectory, I would point to Katie, the Director of HR. We had brought in Mandy as HR Manager initially, and she was brilliant at the transactional work: getting policies and procedures in place. But the business scaled so fast that it very quickly needed strategic HR leadership, and that was a completely different thing.

One of the lessons I share in the book is that in rapid scaling, you need to think carefully about whether you are better off bringing in a senior hire or an interim from the start, rather than assuming you can grow up from a junior level. Getting a critical hire wrong at that stage is serious. At best it stalls you. At worst it could be the end of the business.

Sharon: Right, let’s talk about you for a minute. Your background is not a conventional route into recruitment at all. Car sales, Wolverhampton, environmental science degree. How did all of that shape the way you approach this industry?

Sarah: I graduated with an environmental science degree in the nineties, which was not especially useful, combined with a fairly significant student debt. My dad had run car yards and dealerships, I had done sales training working in shoe shops on Oxford Street, so I knew I could earn commission. I went in absolutely for the money.

But the real lessons I took from that background into recruitment had nothing to do with cars. They were about human behaviour, psychology, and a genuine curiosity about what makes people tick. Understanding people, what they really mean when they say something, is the best skill you can bring to recruitment. It helps with interviewing, with building client rapport, with the DNA-matching work that has become central to everything I do.

My autism and ADHD are part of that too. I have always been hypercurious about people, sometimes to an uncomfortable degree. When I joined Extra Personnel in 1996 as a temp controller, that curiosity was already there. As a temp controller you do not interview to a job spec, you interview the person. I have never really stopped doing it that way.

Sharon: Now this one fascinates me, because there is a real tension in your book between being the external recruitment partner and your goal of building internal teams that eventually make the recruiter redundant. Why on earth would you want to do that?

Sarah: I know it sounds like a poor business model, and I will admit it is. But I stand by it completely. A lot of this ties into my autism, which gives me a very finely tuned sense of what is fair and ethical. If I do such a good job that the client does not need me anymore, that is exactly what they brought me in to do. I am not going to sit there worrying about future revenue.

And in practice, those clients always come back when they next need someone, because the relationship and the trust are already there. The subscription model does now offer a natural alternative, because not every business wants or can sustain an internal HR and recruitment function. Many HR professionals actively dislike doing recruitment because it pulls them away from everything else they need to manage.

So now there is an option that gives clients consistency and strategic input without the overhead. I still stand by making yourself redundant as a principle, but I am glad we now also have a model that makes business sense alongside it.

Sharon: Your whole approach is very relational and very marketing-led. You think about employer brand, candidate experience, matching people not just for right now but for where the business is going. How does that differ from what most recruiters do?

Sarah: I will be honest, our own marketing is very much a work in progress. We do not yet have a clearly defined candidate niche, which makes it harder to market with real specificity on that side, and that is a 2026 project for us.

Where we have genuinely improved is in consistency. Having the monthly content from Superfast Recruitment means Marianne and I now have something to work with every single month instead of scrambling or just not getting things out at all. When the resources come through, we genuinely go ‘yes!’, because we can adapt them and get them out there.

Our broader marketing philosophy is very relational. There is no corporate speak on our website or in our communications. It is very much us. The role marketing plays for us is simply making sure that when the right client or candidate finds us, they already have a sense of who we are and what we are like to work with.

Sharon: So tell me, Bish. Writing about scaling is one thing, but doing it in your own business is a completely different story. What did writing this book teach you about your own operation? And what would the Sarah of today tell the Sarah who was just starting Recruit Recruit?

Sarah: Take my own advice. That is the biggest lesson. I am genuinely good at solving other people’s problems, and I have been pretty poor at applying the same thinking to my own business.

Two things really stand out from writing the book. The first came from going back to The E-Myth by Michael Gerber. Just sit down and sketch out the organisation chart for the size of business you want, not the one you have got right now. That single exercise forces you into strategic conversations about what will actually move the needle and who to bring in first.

The second is accountability. I am slightly embarrassed to admit that nearly every chapter of Scale Up! was written on a Thursday evening, the night before my weekly call with my writing mentor. When I looked back at my calendar, it was painfully obvious. But the lesson is real: whether you are writing a book or building a business, an accountability partner who simply asks ‘did you do what you said you were going to do?’ makes an enormous difference.

For founders picking up the book, the signs it is right for you are pretty clear. If you are juggling too many plates and not moving fast enough, if you find yourself thinking ‘why can they not understand what I want?’, or if you have a sizable team but you are still being pulled into everything because there is nobody senior enough to take things off your plate, that is the book for you.

Sharon: Bish, this has been brilliant. Honestly, one of my favourite conversations we have had on this podcast. The story of Your Doctor Film and Media is extraordinary, and I think there is so much in here that recruitment business owners can take and run with.

If you want to get hold of Sarah’s book, Scale Up! The Founder’s Guide to Accelerating Growth by Building Dream Teams is available now.

If today’s conversation has got you thinking about your own marketing and how to get more visible and consistent as a recruitment business, come and take our free Client and Candidate Attraction Scorecard.

It takes about three minutes and gives you a personalised picture of where your marketing is right now and what to work on first.

The post How Strategic Hiring Built a £30 Million Business in Under Two Years with Sarah Bishop appeared first on Superfast Recruitment.

This week’s post and podcast is about candidate aftercare and why it matters more than you might think. I’m chatting with Sandra Karamitelios from Recruitment Central in Australia, who’s been in the recruitment industry for over 20 years.

She’s transformed her agency’s approach to aftercare, turning what was once a loose, repetitive process into a structured programme that adds real value for both candidates and clients.

If you’ve ever wondered whether your aftercare efforts truly make a difference, or if you’re going through the motions, this conversation will provide you with fresh ideas to strengthen your approach.

I literally fell into recruitment a bit accidentally. I got a job in a recruitment agency, and the next thing I knew, the temp girl went on annual leave. My manager said, ‘Sandra, you can run a temp desk.’ Of course I can, right? So it just snowballed from there.

I worked with an agency for a while, handling various tasks. Then I accidentally had this opportunity to set up my own company, which I’d never really wanted to do. I grew up in a family business, and I didn’t want to own my own business. But here I am many years later. We started in 2003.

We work across the shared services sector, encompassing operational, accounting, and HR services, among others. We have a big focus on temporary staff. We’re based in Brisbane, but we recruit primarily across Australia. Generally, we do more work in Sydney and Brisbane than anywhere else. That tends to be our sweet spot.

We’ve always had an aftercare programme. It’s always been something the business has had, but it was just a bit loose. It was the usual follow-up on the first day, the first month, the third month, the sixth month, and those kinds of things.

I just felt like I was ringing people, saying, ‘How’s it going?’ And I felt like I was being a bit repetitive. The gap for me was that we were doing these check-ins, but no one was really offering anything helpful to our candidates. The recruiters would call and say hello, and candidates would respond that everything was fine, but there was no structure or depth to what we were doing.

Then one day, I sat down and thought, ‘Okay, I really want to fix this programme because I just feel so bored when I do it.’ I thought about all the things I’d heard from people about their first day, about starting a new job. Also, from managers, what they’d heard about people coming on board for their team.

The same things kept coming up. Things like, I didn’t have a computer ready, there were no logins, my manager wasn’t there on my first day, and I didn’t know where to park my car. There are many little things that people sometimes get annoyed about. Or a candidate would turn up and they didn’t even bring a notebook to write notes for their first day, or something like that.

I started thinking about how I could add some value. But me being me, I couldn’t stop at just the first day. It had to be the first week, then the first month, and then I thought, well, what else can we do? So I just started adding more and more things that I thought would help. I put myself in their shoes and thought, ‘How would I feel, and what would help me in a better situation, starting a new job or managing a new person?’

Mostly, they feel undervalued. They’ve gone through this recruitment process. They might have had two or three interviews. They’ve gone for coffee with the manager. They’re really excited, and they’re nervous on their first day. They don’t know anybody. They don’t know the expectations, those kinds of things.

Then, when they arrive and there’s no login, no computer, and no desk, a couple of weeks ago, there was no manager for the first time. They feel like they were really valued, and then they dropped the ball.

They can also feel a bit lost because they’re going in and have to prove themselves. I’ve come in to do this job, and they arrive and don’t have any of the necessary tools to do their job. No one’s really there to help them.

Little things like, did someone show them around for the first day? Did someone say that it’s a really quiet office and nobody talks to each other? We all email or WhatsApp, just those kinds of rules of engagement. People feel let down.

I think they fall down because maybe they’re a bit like us. Not enough structure, not knowing what to say when they rang. But also, there’s probably that feeling of there’s nothing in it for them. Will they actually receive a return on investment?

When you’re busy with recruiting and have lots going on, it’s very easy to have aftercare as the thing you do when you’re not doing anything else. When actually, if you make it part of your everyday process, like just another step in the recruitment funnel, it makes it a lot easier.

For permanent placements, we have a guarantee period. That period is anywhere from eight weeks to three months, depending on the client. So for us, that is our core focus. We want to ensure that we’re protecting that fee by setting our candidate up for success from day one.

However, I think we received really good feedback from clients, saying, ‘Your aftercare programme is brilliant.’ When we first launched it, I think we had about 20 people go through the programme. We contacted every single client and said, ‘What did you think about our new aftercare programme?’ Every single one said it was excellent.

We had one particular client whose HR manager rang us and said, ‘I’ve received a new starter guide for the manager and one for the candidate. Can we use this as our new starter process for everybody coming on board?’ So that was a bit of a wow moment for us. That made it really clear that we were adding value beyond just the placement.

If an owner is listening who thinks, as I mentioned at the beginning, that we do a bit but we could do better, we could be slicker, and we could add more value, I think the first thing I would put in place is actually just a process timeline.

Create a structure that works for your business. The fact that I’m doing pre-start, start, week one, month one may be completely irrelevant depending on what you’re recruiting for and who you’re placing. But make it something that you can actually stick to. If you make it every single week, you’ll probably fall.

I think every agency can adapt to what suits their personal rhythm within their business. And then just be consistent with that timeline. Actually stick to it. If you start with a larger first step, you can always add more steps as needed. But you can start with that overview and then go, ‘Oh, that’s really working nicely,’ and add in more.

The second thing I would suggest is a survey or a feedback loop. People on the phone may not always tell you what they really want to say, but I find that they will often express their true thoughts in some form of feedback or survey, especially when allowed to write freely. People will generally always write something in there. I’m always surprised at what people will write.

You don’t have to add another subscription and another piece of software to your repertoire. Many people use Office 365 or Gmail. G Suite also offers tools that you can utilise. We use forms, and it’s super easy.

Conducting a survey and gathering feedback allows you to collect data, enabling you actually to start seeing what’s happening. If you’re getting lots of ones on how a first day went with a client that you’ve placed 20 people with, you’re going to have an alarm bell. These people don’t have a first day that goes well. I need to prep my candidates and say, ‘Listen, this company, day one, things don’t always go smoothly. Just be aware that it could not always go well.’

I have one particular client where we onboard temporary staff, and they have to log into Amazon Workspaces. It is incredibly frustrating because they have to log in from their personal account, create an account, set a password, and then reset their password. The day goes on a bit like that, with reading this and then that. By lunchtime, they’re pretty depressed.

All of my candidates who go to this company are aware that this will be their first day. Their first day is probably going to be depressing. Make sure you go out and have a really nice lunch because the afternoon probably won’t get any better. But day two will be great because they’re set up and they’ve read all the boring confidentiality stuff.

The third thing I think is to consider how you are adding value to the conversation or whatever you’re providing to them. Something that’s practical for them. At every touchpoint, think about whether this is useful to my candidate and the client sector. The resource, the guide, the conversation, whatever it is, really think about that value adding.

Thanks to Superfast, there are a couple of things in my aftercare programme that have received an upgrade, thanks to some of the information I received from you. One of the main things I really love is that we send out a career growth planner at month 12.

Many people might view it as an opportunity to plan their next job. However, we’ve used that thinking to help them move forward with their career at that company. We also tie in personal branding, which is another resource I acquired from Superfast.

I don’t think it’s really that hard to do this, but I think what is hard is actually sitting down and creating the process and then working with it and tweaking it as you go along. Change is always the hard thing.

For me, one of the things was thinking about month 12. We’d had them through their rebate or guarantee period. We’d had them through their probation. They were established in their job. What can we do to add value at that point still? That’s when the career planner and personal branding resources come in.

We’re not coming in with a transactional mindset of just protecting the guarantee period and then forgetting about them. We’re building relationships that last beyond that initial placement. That’s when you really start to see the benefit in terms of repeat business, referrals, and candidates who come back to you for their next role.

Keep the emotion to one side. Deal with the facts. Look for a solution. There must be a really good acronym there. I like that process.

Thanks

Sharon and Denise

At Superfast Recruitment, we understand that candidate aftercare isn’t just a nice-to-have anymore. It’s a critical part of your service that protects your fees and supports stronger client relationships while enhancing the overall experience for everyone involved.

We work with recruitment companies to develop structured marketing plans that help them build market authority and the revenue certainty and business vitality that comes with that. If you‘d like to discuss further, schedule a brief call here.

The post Candidate Care: Your Secret Business Weapon With Sandra Karamitelios appeared first on Superfast Recruitment.

This week’s post and podcast are about recruitment pricing strategies and how to communicate the real value of your services. This podcast is one of our expert interviews, where I got an opportunity to speak to Jon Brooks, who has a unique position in our industry. He’s the only person in the world who specialises exclusively in helping recruitment companies with pricing strategies.

We covered everything from why 66% of recruitment work goes unpaid on contingent models to the surprising truth about winning retained business. If you’ve ever struggled to justify your fees or wondered how to move away from contingent work, this conversation is packed with practical insights you can use immediately.

Jon started his career at Reed, one of the UK’s biggest recruitment brands, working directly with founder Sir Alec Reed. That experience taught him something fundamental about business: when you create different services, you need to price them differently.

If you price everything the same way, it looks the same to your clients.

Here’s the thing: Price isn’t just a number. It’s a signal.

It positions what you do. If you launch a new service and charge the same as your existing offering, clients will think it’s just fancy words with no real difference. But when your price reflects genuine value, it helps define and position what you’re actually selling.

Jon worked with a management consultancy that specialised in value and pricing. The consultants had never worked in recruitment before. They came from law firms, global engineering companies, and manufacturing businesses.

That outside perspective was gold. It showed him how other industries think about pricing and how those principles could work for recruitment consultants sitting with clients.

He left Reed about six or seven years ago to build his consultancy. The timing was questionable (just before COVID), but he’s been helping recruitment owners ever since.

Interestingly, every agency must get pricing right, yet hardly anyone focuses on it properly. We all learn on the job, but research and knowledge from other sectors can make a huge difference.

We talked about AI and technology and whether recruitment has a future. It’s a fair question. LinkedIn allows anyone to find anyone, yet recruitment and search businesses have become more valuable since it became mainstream.

Fees have increased, and we are more important than ever.

AI is bringing massive change, that’s certain. We’re already seeing AI-generated applications overwhelm hiring managers. However, recruitment companies have always adapted to technology shifts. Think about the journey from motorbike couriers driving CVs around London to digital databases, job boards, and LinkedIn. People predicted the end of recruiters; companies found new ways to add value each time.

Here’s Jon’s prediction: AI tools that help manage candidate applications won’t be cheap. Individual hiring managers in most companies won’t get access to the best solutions because they only recruit occasionally.

It’s too expensive to give every manager premium AI tools. However, a smart recruitment company can invest in these solutions and spread the cost across hundreds of clients.

That’s what companies have always done brilliantly. You invest in LinkedIn licences because you use them constantly across multiple clients.

The same principle will apply to AI recruitment tools.

Companies will have access to better technology, processes, and ways to cut through the noise. Your value will be in helping clients through the complexity that AI is creating.

Let’s discuss the truth of contingent recruitment. Jon laid it out clearly: with a typical success rate of 33%, you’re not getting paid for your work 66% of the time. That’s devastating for your business and your self-worth. It affects how you value yourself and your services.

But here’s the mistake most companies make when trying to move to retained work: They sell the retainer and list all the benefits of retained recruitment. They’re doing the right thing, tactically focusing on benefits rather than features, but strategically, they’re getting it completely wrong.

A retainer is just a payment schedule. There’s no intrinsic value in when money gets paid. The value is in your service, not in the timing of payments. If you explain why retention is better for you, clients will immediately see through it. They’re not interested in what’s better for your business.

So, what’s the answer? Create demand for your service, not for the retainer. When clients desperately want to work with you, they’ll pay whatever you ask. They’ll work to your terms. It becomes a non-issue.

Jon gave a brilliant example. When he was putting together his book, he’d seen a designer whose work he loved online. He thought, “If I ever make a book, that’s the person I want.”

When the time came, he was willing to pay pretty much anything within his budget. He would have paid upfront, in instalments, however the designer wanted. The demand was so high that payment terms didn’t matter.

That’s what you need to create with your clients. Get them to the point where they say, “Yes, I really want to work with you. How can I work with you?” Then it’s easy to say: “You pay some fee now, some more later, and here’s how it works.” They’ll say yes because they’ve already decided they want to work with you.

Think about any supplier you’ve desperately wanted to work with. Maybe it was a particular consultant, a software provider, or a service you’d heard brilliant things about. When you finally got to work with them, did you quibble about payment terms? Probably not. You were just pleased they had space for you. That’s the position you want to be in with your clients.

Most recruitment companies already have huge value within them. The problem isn’t that the value doesn’t exist. The problem is that clients can’t see it. You’re not presenting it in a way that makes it obvious.

Jon broke this down into a simple framework. First, you need to understand your value. What do you do that’s genuinely different and better?

Then, you need to map that value to your clients’ concerns.

What keeps them awake at night? What problems are they trying to solve? Finally, and this is the crucial bit, you must present it so that clients can immediately understand and recognise that value.

Think about your typical client conversation. You might be brilliant at finding passive candidates, understanding company culture, and managing complex stakeholder processes. But they won’t see the value if you’re not articulating those capabilities in language that resonates with your client’s situation. They’ll see another recruiter offering to find them people.

Here’s what changes everything: specificity. Instead of saying, “We have a great network,” say, “We placed three finance directors in your sector in the last six months, including one who increased their company’s profitability by 40% in the first year.” Instead of saying, “We understand your market,” say, “We’ve tracked salary movements in your region for five years and can show you exactly why you’re losing candidates at the offer stage.”

Value is always in the client’s eye. What matters to them? What outcomes are they trying to achieve? When you can draw a direct line from what you do to outcomes they care about, pricing conversations become completely different.

This is where most companies fall. They know they’re good at their work, and their clients tell them they’re happy. But can they articulate exactly why they’re better than the five companies the client could call? Can they explain their value in concrete, measurable terms? Usually not. And that’s why they compete on price or get pushed into contingent terms.

Let’s get practical about this.

Say you specialise in engineering recruitment. You don’t just say “we know the engineering market.” You say: “We’ve placed 47 engineers in the last 18 months with an average time to hire of 32 days, compared to the industry average of 58 days. That means your projects start faster, you beat competitors to market, and you save roughly £15,000 per hire in lost productivity.”

See the difference? One is vague. The other is concrete, specific, and directly tied to business outcomes the client cares about. That second version makes it easy for a client to justify your fee because they can see exactly what they’re getting and why it matters.

Jon emphasised that this isn’t about making things up or exaggerating what you do. It’s about being honest and clear about the value you deliver. Start with what you know. Look at your last ten placements. How long did they take? What happened next? Did those people perform well? What feedback did you get?

Then think about your process. What do you do that other companies don’t? Maybe you interview every candidate face-to-face. Perhaps you do reference checks that go beyond the standard questions. Maybe you provide market intelligence reports with every search. Possibly you have a 12-month guarantee. These things all have value, but only if you articulate them clearly.

Now consider your relationships.

Do you have access to passive candidates who aren’t on job boards?

This is valuable, but clients won’t know about it unless you tell them.

The key is connecting all these capabilities to client outcomes. Don’t just list what you do. Explain what it means for them. “We interview every candidate face-to-face” becomes “We interview every candidate face-to-face, which means you only meet people we’ve thoroughly assessed for cultural fit, saving you from wasting time on unsuitable candidates and reducing your risk of a bad hire.”

Everything you do can be framed this way. The question is: have you done the work to articulate it? Have you made it easy for clients to understand why you’re worth more than the agency down the road?

Once you understand your value and can communicate it clearly, retainers become a logical necessity. Jon made this point brilliantly. When you deliver genuinely high-value recruitment services, working on contingency makes no sense. Why would you do all that valuable work without any commitment from the client?

The future of recruitment demands higher-value services. Technology is handling the basic stuff. Your role is to go upmarket, tackle the more complex challenges, and build closer client partnerships. Most people in recruitment want this. They’re proud of what they do and want to work more strategically.

As you move up the value chain, your fees need to increase, too. Price is a signifier of value. If you’re solving bigger problems, dealing with more complexity, and delivering better outcomes, your rates should reflect that. You need confidence to say, “This is premium work. You work to my terms, and here’s the value you’re getting.”

This isn’t about being arrogant. It’s about being honest. Premium pricing is fair and justified when your service significantly impacts your client’s business. The clients who understand that value won’t question your fees. They’ll ask whether they can afford not to work with you.

Jon talked about learning from other industries, where it gets interesting. Look at law firms, management consultancies, and architects. They don’t work on contingent terms. They charge for their expertise, their time, and their knowledge. Why? Because they’ve positioned themselves as experts whose advice is valuable regardless of the outcome.

Now, recruitment is different. You are delivering the outcome of a successful hire, but the principle stands. Your expertise in finding, assessing, and placing candidates has value even before someone accepts an offer.

Your market knowledge has value, as does your ability to represent a company well to passive candidates. Your process for reducing hiring risks also has value and deserves to be paid for.

The mistake is thinking you must “convince” clients to pay retainers. You don’t. You need to make them want to work with you so badly that paying up front becomes an obvious step. Payment terms become secondary when someone sees you as the solution to their problem, trusts your expertise, and believes you can deliver what others can’t.

Here’s the truth: clients who argue about retainers or want contingent terms are usually not convinced about your value yet. That’s not a payment terms problem. That’s a positioning problem. Rather than getting better at selling retainers, get better at demonstrating value. The rest follows naturally.

Let’s discuss what’s happening in the market. AI and automation handle basic recruitment tasks, and sourcing candidates is easier than ever.

Information is everywhere. So, what’s left for recruitment companies?

The high-value stuff, the complex roles, the hard-to-fill positions, the situations where expertise, judgement, and relationships matter.

This means your average fee should be going up, not down. You’re not competing with job boards anymore. You’re not even competing with LinkedIn. You’re competing with other experts who understand how to solve difficult hiring challenges. And expertise costs money.

Jon was clear about this. If you’re genuinely providing a premium, high-value service, your pricing needs to reflect that. Clients use price as a signal.

If you charge the same as everyone else, they assume you offer the same. If you charge less, they often assume you’re worth less. Premium pricing positions you as premium.

But here’s the catch: you can’t just increase your prices and hope for the best. The price has to match the value.

This brings us back to the core message: understand your value, map it to client needs, and present it clearly. When you get that right, premium pricing isn’t a barrier. It’s confirmation that you’re the right choice.

Think about your own buying decisions. Do you always choose the cheapest option when you need important legal advice, medical treatment, or a crucial repair? Or do you find the best solution and accept that quality costs money? Your clients think the same way about recruitment when the role matters to them.

Start by auditing your value. Write down everything you do for clients, not just “we find candidates,” but the actual details.

How do you source? What’s your process? What expertise do you bring? What results have you achieved? Get specific about the outcomes you’ve delivered.

Create a spreadsheet. List your last 20 placements. For each one, note the time to hire, how many candidates are presented, the offer acceptance rate, whether the person is still there, any feedback from the client, and any measurable impact you know about.

Patterns will emerge. You’ll spot where your real strengths lie.

Next, talk to your best clients. Ask them why they work with you. What difference have you made? What would happen if they didn’t have you? You’ll often discover value you didn’t even realise you were providing. Clients see things differently and can articulate the impact you’ve overlooked.

Set up three client calls this week. Not sales calls. Discovery calls. Tell them you’re reviewing your services and want their honest feedback. Ask questions like: What do we do that other companies don’t? What surprised you about working with us? What’s the most valuable thing we’ve done for you? If you recommended us to another company, what would you tell them?

The answers will give you language you can use in your marketing, proposals, and client conversations. When a client says, “You saved us three months of searching,” that becomes part of your value story. When they say, “your candidate is the best hire we’ve made in years,” that’s evidence you can share.

Then, look at how you present yourself on your website, proposals, and conversations. Are you talking about your processes or their outcomes? Are you using generic recruitment language or specific, concrete examples? Are you making it easy for clients to see what value you bring?

Go to your website right now. Read the homepage. Does it talk about you or about what clients get? Does it use vague claims (“we’re the best”) or specific evidence (“we’ve placed 200 accountants in the East Midlands with a 94% retention rate”)? Most recruitment websites fail this test badly. They’re full of process descriptions and generic claims without concrete proof of value.

Your proposals need the same treatment. Don’t just outline what you’ll do. Explain what they’ll get. Don’t say, “We’ll source candidates through our network.” Say, “We’ll identify candidates who aren’t actively looking, giving you access to people your competitors can’t reach, which typically reduces your time to hire by 40%.” Every statement should connect to a client benefit.

Finally, start testing premium pricing with your best clients. The ones who already love what you do. The ones where demand is high. Please don’t sell them a retainer. Sell them an even better service, positioned clearly, priced appropriately. See what happens when you lead with confidence about your value.

Pick one client where you’ve delivered brilliant results. Approach them with a new service offering. Maybe it’s exclusive access to you for six months. Perhaps it’s a complete hiring solution for a specific department. Maybe it’s market mapping and talent intelligence plus recruitment. Package it properly, price it at 30% more than your standard rate, and see what happens.

The worst that can happen? They say no, and you learn something about how to position it better. The best that can happen? They say yes immediately, and you realise you’ve been undercharging for years. Either way, you move forward.

You might think, “This all sounds good, but my market is price sensitive.” Or, “My clients won’t pay premium fees.” Or “I’ve tried charging more, and clients just went elsewhere.” These are common responses, and they’re worth addressing.

First, every market has buyers at different price points. Yes, some clients will always choose the cheapest option. They’re not your target clients. You can’t be all things to all people. The question is: are there clients in your market who value quality over cost? Almost certainly yes. You need to find them and speak to them.

Second, if clients go elsewhere when you increase prices, it usually means one of two things. Either you didn’t justify the increase with additional value, or you were targeting the wrong clients. Simply charging more for the same service doesn’t work. But charging more for a genuinely better service, clearly articulated, does work—with the right clients.

Third, price sensitivity often reflects unclear value. When clients don’t understand what they’re getting, price becomes the main decision factor. Price becomes less important when they know exactly what they’re getting and why it matters. The solution isn’t to lower your prices. It’s to clarify your value.

Jon shared insights from working with dozens of companies. The ones that succeed with premium pricing consistently do three things: They get crystal clear on their value proposition, they target clients who have genuine pain points they can solve, and they communicate their value in concrete, specific terms that clients can easily understand and justify internally.

You don’t need to convince every prospect. You need to attract and convert the right prospects. The ones who understand that hiring well matters. The ones who cheap recruiters have burned. The ones who value expertise and results over low fees. Those clients exist in every market. Your job is to make it obvious why you’re the right choice for them.

To find out more about Jon, visit his website here. TheValueAdvantage.

Thanks

Sharon

At Superfast Recruitment, we work with companies to create revenue certainty, develop market authority and build their business vitality.

We understand that pricing conversations are valuable, and we help companies articulate their unique strengths in ways that resonate with both clients and candidates.

To find out more, book a call with us here.

The post Pricing Strategies for Recruitment Companies: An Interview With Jon Brooks appeared first on Superfast Recruitment.

As part of our International Women’s Day 2025 celebrations, we’re delighted to feature Sarah Bishop (known to many as “Bish”), founder of Recruit Recruit and one of our valued clients. In this special edition of the Recruitment Marketing and Sales Podcast, Sarah shares her remarkable journey from car sales to building a successful recruitment business.

Her candid reflections on navigating industry challenges, embracing neurodiversity as a strength, and breaking barriers as a female business owner offer valuable insights for anyone in the recruitment sector. Join us as Sarah reveals how integrity, resilience, and authentic leadership have shaped her entrepreneurial path.

Take the mic, Bish…….

In the ever-evolving world of recruitment, finding your unique path to success often means breaking conventional rules and creating something authentic. Reflecting on my journey from selling Lexus cars to building a thriving recruitment business, I’ve realized that the greatest achievements come from staying true to your core values while having the courage to pivot when necessary. My story traverses economic downturns, personal challenges, and unexpected opportunities that ultimately shaped Recruit Recruit’s success today.

If you’re a recruitment business owner navigating your own path, struggling with growth challenges, or simply looking for inspiration to do things differently, this candid account offers practical insights from someone who’s weathered the storms and emerged stronger. Discover how networking, embracing neurodiversity, and maintaining unwavering integrity helped build a recruitment business that stands out in a crowded marketplace.

I never grew up dreaming of being a recruitment consultant. I wanted to be Bugsy Malone, a vet, and David Attenborough. Fast-forward to university, where I studied environmental science to pursue David Attenborough’s path of saving the planet, but I quickly realized I was too loud and sweary for that role.

After graduating with student debt, I discovered that environmental jobs didn’t pay well. My lofty ideals went out the window, and I decided to get a sales job based on my previous experience in Saturday jobs and holiday work. My dad had owned car yards when I was younger, so I had some exposure to sales environments.

I distributed my CV to local car dealerships, even offering to work for free for a month to prove myself. A Lexus dealership in Stourbridge gave me a chance, and I sold cars for nearly three years. During this time, a friend who had studied politics at university joined a Ford dealership.

We both became frustrated with working weekends and long hours. My friend transitioned to recruitment first, joining Brook Street, and kept telling me it was much easier to sell secretaries than cars. That prompted me to start applying to recruitment agencies in earnest.

I received job offers from Kelly’s, Adecco, and Extra Personnel, a small local agency at the time. I chose Extra Personnel because it seemed entrepreneurial and was growing quickly. This decision led to 13 great years, during which I progressed from trainee to various management roles.

After 13 years with Extra Personnel, I reached a point where I needed a different challenge. In some situations, I felt I cared more about our reputation than the business owners did. Being responsible for our public sector work, I constantly battle quality issues.

The breaking point came with a contract with Tamworth Council. They wanted a weekly email listing new starters and temps who had finished or been taken permanently. Despite my team’s inability to consistently provide this basic service, my name was on the contract, and I had agreed to service levels.

I realized that if I moved to another agency, it would be “the same issues, different logo.” I also couldn’t see how, with good conscience, I could tell clients that Extra Personnel was the best for 13 years and then suddenly promote a different agency.

That’s when I decided to start my own business in 2009. I had incorporated a company 4-5 years earlier but never acted on it until then. I wanted to build something with simple, straightforward values: integrity, fun, and getting stuff done.

My biggest initial mistake was trying to emulate where I’d come from and fixing the bits I didn’t like. I really wanted and should have created something very different, closer to what the business looks like today.

My experience with networking while at Extra Personnel was limited to occasionally attending Chamber of Commerce events, distributing business cards, eating biscuits, drinking coffee, and heading back to the office. When I started my own business, I began attending any free networking events in my area out of desperation.

At one Sandwell local authority event, Michelle Ibbs, founder of I’m Your PA, approached me. She invited me to a networking event in Wolverhampton the next morning. Though I had no intention of going, I couldn’t find her contact information to cancel, and my upbringing prevented me from simply not showing up.

So I reluctantly went to the Novotel in Wolverhampton, where I found 25 people in this BNI group. I observed a lot of business being passed around, which impressed me. My then-business partner wasn’t interested but ironically joined BNI immediately after we split the company, despite having avoided it for nine years.

For me, networking works because it provides routine and strategy. BNI has spent 40 years developing its approach, and if you follow it and remain accountable, it works. While other networking organizations exist, many were created by former BNI members who removed the accountability aspect—which is precisely what makes BNI effective.

What keeps me in BNI is that being a local member gives me access to their global network across 77 countries. Being married to an Austrian woman and spending six months a year in Vienna, I discovered that an architect from two buildings from us is a BNI member. I’ve also joined an online group because of my lifestyle.

One of the most significant milestones in my business journey was also one of the most difficult times. In 2018, my business partner and I decided to split the business. What I thought was amicable turned out not to be. I discovered a large HMRC debt I wasn’t aware of, among other issues.

This led to a nervous breakdown. I nearly lost my house and was in a terrible place. Just as I started to recover and relaunched our advertising packages to generate quick revenue, my ex-business partner tried to sue me. Fortunately, her solicitor likely realized the allegations were spurious, and it was all dismissed.

Strangely, this was the best thing that could have happened. It triggered something in me – there was no way I would allow her to do this to me. I started getting back on track, seeing light at the end of the tunnel, and then COVID hit.

However, I’m resilient. I knew an industry would always be doing well—we just needed to pivot. The luck I experienced was largely made possible by the networks and relationships I’d built over the years.

We became involved with a startup business providing COVID testing for the film and media industry. We helped them grow from zero to £30 million turnover in 21 months, placing over 220 people in various roles from HR and finance to science and IT.

My networks were crucial. I worked with Kerry Greenland from the team network, my niece came back into the industry, and Clare Reese-Paul, an ex-colleague and good friend, joined me. Not only did we have fun, but it kept four or five of us in business, generated good revenue, and left a positive legacy.

My neurodiversity has played a significant role in my career. I’ve always approached my business as a portfolio career, satisfying my needs more than feeling confined to a single lane.

I was diagnosed with ADHD at age three, which was unusual in 1975, especially for girls. While boys with similar behaviours might be described as “rambunctious” or “a real boy’s boy,” girls are often labelled as “princesses,” “divas,” or “little madams.”

Though diagnosed, I was never medicated. My condition was explained simply as an inability to pay attention and having excessive energy. It’s only in recent years, with more information becoming available, that I’ve better understood my condition. About 15 years ago, I was also diagnosed as high-functioning autistic, adding another layer of complexity.

As a gay woman, I’ve had an easier time in business than many of my female friends and colleagues. Male colleagues often saw me as “one of the boys,” partly because I wasn’t a potential romantic interest. Additionally, I never wanted children, which has inadvertently helped my career progression.

For women in business, confidence is crucial. So many women I’ve worked with would have been more successful if they had shown up with “the confidence of a mediocre white man.” There’s a certain confidence and bravado that many men project, often without merit, yet everyone begins to believe their hype.

My advice to women entering the industry is to hone your skills, particularly relationship-building and people skills, be confident in your competence, and not be afraid to speak up and stand your ground. Studies show that men dominate conversations disproportionately in meetings. When women assert themselves, they’re often labelled negatively, while men exhibiting identical behaviours are praised for “knowing their minds” and “getting things done.”

Those with neurodiversity recognize both its advantages and challenges. My ADHD allows me to see things others miss and read micro-expressions accurately – invaluable skills in recruitment and sales. However, it also brings dysregulation and other difficulties that neurotypical people don’t experience.

What people see—my bluntness, oversharing, and apparent ease in picking up new skills—doesn’t reveal the self-doubt and anxiety behind it. Be kinder to yourself instead of feeling bad about being different.

The essence of what I wanted to create in my business hasn’t changed much over the years. We have straightforward values: integrity, fun, and getting stuff done. What we do isn’t rocket science, but there’s so much bad practice in the industry.

Today, our sweet spot is helping fast-growing startups, businesses looking to exit, or companies seeking significant growth. The COVID experience helped us develop an agile working method that suits these client types perfectly.

My business has evolved to include sales training for recruiters, coaching other recruitment business owners, and various consulting services. These additions have come organically through people asking for my expertise and preference for a portfolio career rather than staying in a single lane.

I’ve worked with former team members who now have their own businesses and even with Extra Personnel, who hired me 13 years after I left to provide sales training when they were preparing to sell to Job and Talent.

I’m continuing to refine my business operations and systems to make everything work more smoothly behind the scenes. Like the proverbial swan, people see me gliding along as if everything comes easily, but a lot of time, effort, energy, and emotion is expended beneath the surface.

If you want to grow your recruitment business with integrity while standing out in a crowded marketplace, we’d love to help. Our expertise in recruitment marketing can help you build a strong personal brand, develop effective marketing strategies, and create systems that allow you to work smarter, not harder.

Whether you’re struggling with visibility, want to reach more clients, or need help articulating what makes your recruitment business special, we can help.

To find out how book a call here.

The post From Car Sales to Recuitment Empire Bish’s Story For International Womens Day 2025 appeared first on Superfast Recruitment.

I’m Sharon Newey, and today, I’m excited to share my fascinating conversation with Kerry Crockett, President of the NPA Global Recruitment Network. Kerry brings a unique perspective to our industry, having transitioned from a 15-year career as an occupational therapist to leading various nonprofit associations before joining NPA. Her journey and insights into professional communities offer valuable lessons for recruitment business owners considering the benefits of professional networks. 

The digital age has revolutionized how professional communities operate and interact. Twenty years ago, relationship building was primarily conducted through phone calls and in-person meetings. While these remain important, the digital transformation has dramatically accelerated the development of professional relationships across borders and time zones. 

The ability to communicate visually through video calls has made a significant impact on relationship building. Being able to see someone’s face, look into their eyes, and understand their expressions has made it easier to build trust and establish meaningful connections. This visual aspect has accelerated relationship building in ways that would have taken much longer when limited to face-to-face meetings or phone calls. 

The foundation of successful professional communities lies in trust and authentic relationships. At NPA, the focus is on fostering strong relationships through various channels, including in-person conferences across four global regions and monthly virtual networking opportunities. These connections allow members to share knowledge, collaborate on placements, and support each other’s growth. 

One powerful example of the strength of these relationships occurred when a network member was diagnosed with cancer. Another member stepped up to run their business for several months during treatment, ensuring the affected member’s income continued and their clients remained satisfied. This level of support demonstrates the deep bonds that can form within professional communities. 

When joining a professional community, it’s essential to consider what you can contribute rather than focusing solely on what you’ll receive. This approach helps build stronger relationships and creates more value for the entire network. While ROI is important, especially in paid communities, the benefits often extend far beyond financial returns. 

Professional communities offer various forms of value, including career growth opportunities, friendship development, and business connections. However, it’s crucial to understand that success requires active participation and investment of time. Simply joining a network and expecting business to flow automatically is a common mistake that leads to disappointment. 

When deciding which communities to join, it’s essential to define your goals clearly. Consider what you want to achieve and what you can contribute. Time is valuable, so ensure you’re using it wisely by joining communities that align with your professional development goals and values. 

For paid professional communities, think about how they might enhance your career, provide learning opportunities, or lead to better job opportunities. For free communities like LinkedIn, define what you want to achieve on that platform. The key is to allocate your time where you’ll get the most value and where you can make meaningful contributions. 

As we look ahead, technology will continue to play a crucial role in shaping how professional communities evolve. However, the human element remains irreplaceable. The ability to build trust, establish authentic relationships, and collaborate effectively across borders has become more important than ever. 

NPA Worldwide represents this evolution, focusing on small and mid-sized recruiting firms globally. They provide various connection opportunities through in-person conferences, virtual meetings, and local gatherings. The organization maintains a deliberate focus on representing smaller firms while fostering a welcoming environment where members can share, collaborate, and grow together. 

The barriers between competitors are breaking down as more recruiters recognize the value of collaboration. During challenging times like the COVID-19 pandemic, the industry witnessed firsthand how supporting each other led to better outcomes for everyone. This shift in mindset has opened up new possibilities for growth and success through professional communities. 

If you’re interested in exploring professional communities like NPA Worldwide, you can visit their website at npaworldwide.com or reach out to Kerry Crockett directly at [email protected].  

Thanks 

Sharon 

The post Why Competitors Become Allies: The Surprising Power of Professional Communities in Recruitment  appeared first on Superfast Recruitment.

Welcome to the Recruitment, Marketing and Sales Podcast. I’m Sharon Newey, and today, I’m thrilled to bring you an insightful conversation with Natalie Wells, a super successful finance recruiter who has successfully transitioned from corporate life to running her own independent recruitment business.

In this episode, Natalie shares her unique journey from her beginnings in actuarial science to becoming a sought-after finance recruiter. Her path is not the typical one, and her success is a testament to the possibilities in our industry.

We delve into the dramatic changes she’s witnessed in the industry over the past 25 years and explore her people-centric approach to recruitment, which has led to remarkably long-lasting placements.

Whether you’re a seasoned recruiter considering going solo or a business owner looking to improve your hiring process, Natalie’s experiences and strategies offer valuable lessons.

She provides a candid look at the challenges and rewards of independent recruitment and shares her vision for the future of our industry.

Get ready for an engaging discussion filled with practical advice and inspiring insights. Natalie’s experiences and strategies offer valuable lessons that can enlighten your understanding of the recruitment industry and inspire your own professional journey.

I started my career in finance after studying maths and statistics. Because career advice was limited back then, I followed the traditional path into actuarial science. After a few years in a global insurer, I realised I wanted to work more closely with people.

Unlike many who fall into recruitment, I took a considered approach. I engaged a careers consultant, and we concluded that financial recruitment or training would suit me best.

I joined a large corporate recruiter, benefiting from their excellent training. Over the next 25 years, I witnessed massive changes in the industry. When I started, we didn’t have mobile phones or email. Business was done via landlines, and shortlists were printed, posted, or faxed. The recruiting process wasn’t necessarily longer, but there was less white noise to cut through.

LinkedIn’s arrival disrupted our industry, making extensive databases available to anyone. This shift and my growing focus on working with business owners of growing SMEs led me to consider going independent. I found myself increasingly in situations where I’d qualify a client’s needs, only to realise the role fell outside my remit in the corporate structure.

I decided to simplify my approach and focus on the client, their business, and how to help them grow. I wanted to invest time in nurturing individuals’ careers. With LinkedIn in full flight and clients buying into the individual rather than the corporate brand, there was no reason not to go independent.

My approach to recruitment is people-centric. I treat everyone as an individual with their own vulnerabilities, wants, and needs. By getting someone to know, like, and trust me, I can ensure the solution I provide addresses their needs. This works particularly well with business owners.

I’m not interested in ‘bums on seats’ recruitment. I’m concerned with how the individual I place will contribute to the business in five years. My placements tend to last 5-8 years, with some retiring after 20 years. Understanding the company’s culture, leadership personality, and values is crucial. It’s about finding candidates who can share and buy into that vision.

Before starting the recruitment process, I interview all stakeholders for senior roles like FDs. This includes direct reports, internal customers, and non-executive directors. It helps me understand the issues, test the quality of relationships at the top table, and shape the job spec.

This detailed approach means the actual interview process can be quick. For more junior roles, I still ensure I understand who’s involved in the interview process and get a feel for their needs and expectations. This allows me to address pain points upfront and helps line managers get more comfortable with their decisions.

As an independent recruiter, I’m particular about who I work with. I work on a sole agency basis and get paid for what I do. If I sense that I care more about getting it right than the client, I walk away. This approach has led to some challenging situations, like having to advise withdrawing an offer to a candidate who seemed perfect on paper but raised cultural red flags.

Looking to the future, I believe technology will continue to play a crucial role in recruitment. However, it won’t replace the human elements of building relationships with business owners and helping people nurture their careers. It can take away much of the transactional heavy lifting, but the personal touch remains crucial.

If you want to connect with Natalie on LinkedIn, click here or visit Natalie Wells Recruitment here.

Thanks

Sharon

The post From Corporate Finance to Solo Recruitment Success With Natalie Wells appeared first on Superfast Recruitment.

Having worked with Rachel and Neo as their marketing partner, I’ve always been fascinated by their journey with Ice Recruitment.

Their story of building a successful business while handling the complexities of a husband-wife partnership is inspiring.

I decided to record this podcast because their experiences offer valuable insights for other recruitment business owners, especially those considering working with their partners.

Rachel and Neo’s candid discussion about their challenges, triumphs, and personal growth provides a unique perspective on entrepreneurship and relationships.

Their journey from a crisis-driven start-up to a thriving 16-year-old business is not just about recruitment strategies; it’s a testament to resilience, adaptability, and the power of shared values.

I hope this conversation will inspire and guide others in our industry, showing that it’s possible to blend personal and professional lives with the right approach successfully.

So, let’s dive into the Ice Recruitment story and learn from this remarkable couple who’ve mastered the art of building a business and a life together.

The idea for Ice Recruitment came about when Rachel and Neo wanted to start their own business. They come from families where both sets of parents had their businesses, so it seemed like a logical step. Due to family commitments, Rachel had left recruitment and was freelancing while their children were younger, while Neo was working in the city.

In 2008, the financial crisis hit, and Neo lost his job. Getting another role at Neo’s level was difficult, so they set up their own business. They combined Neo’s sales and technology background with Rachel’s recruitment background.

Over a coffee in Starbucks, Ice Recruitment was born.

Rachel explains, “We naturally combined Neo’s background in sales and technology with my background in recruitment. Over a coffee in Starbucks, Ice recruitment was set up pretty much as quickly as that. We lasted longer than Starbucks. That’s not there anymore.”

The early days weren’t without challenges. Neo came from a $5 billion global company with 75 to 105 people under his umbrella. He was naive in thinking he could replicate that culture with just two people. The processes and approaches might have been spot on, but the execution, delivery, and demeanour of a smaller company, especially a husband-and-wife team, differed.

Neo reflects, “I was probably quite naive that I thought I could replicate that culture with two of us because it worked with 200. Why would it not work with the two of us? And the processes and approaches would have been spot on. But the execution, delivery, and demeanour of a smaller company and a husband and wife are that it will never work.”

There was a reasonable amount of “storming,” in which two people put their stakes in the ground. Rachel, a freelancer, felt she couldn’t be told what to do, while Neo, a sales director, felt he should be listened to. Neither was budging.

The sense of urgency was high. Due to the financial pressures, they had to get up and running quickly. It wasn’t a panic situation but one of urgency. They had to work hard and accept the problem to find ways around the challenges.

Neo adds, “From a financial perspective, you must get onto that treadmill quickly. It’s not a panic situation but an urgent one.”

One of the biggest challenges was differentiating between work conflicts and personal life. For a long time, it wasn’t easy to separate the two. If this continues, many partnerships might crumble by year two, but for Rachel and Neo, it was still happening in year two, although becoming less frequent as the years went on.

Rachel shares, “For a long time, it was very difficult to differentiate between the work conflict and then, you know, making dinner. That wasn’t easy. And that was some of the conflict I think as a partnership; you have to get over if you are a husband and wife, wife and wife or husband and husband.”

They had to work through it and figure out how to turn off the laptop and leave work at work. If conflicts weren’t personal and directed at each other, they could close it and deal with it the next day. They learned to keep it business-focused.

They also learned to separate personal conversations from work conversations. They focused on work during work hours, saving personal discussions for evenings. This separation helped maintain a healthy balance between their work and personal lives.

Rachel explains, “We don’t talk about those things at work. We have conversations about work as much as we can. And then in the evening, oh, you know, so-and-so said, do we want to go to a concert?”

Despite the challenges, the benefits of working together far outweigh the downsides. Neo has never missed a sports day, parent’s evening, or any significant event in their children’s lives. This flexibility and ability to be present for family events is enormous.

Neo emphasises, “I’ve never missed a sports day or a parent’s evening. My son had a six-week trial down at Watford, and I went to all six trials and took him down there and never missed a game. We always went to the swimming tournament. We’ve never missed anything. Ever. For me, that alone is enormous.”

Another significant upside is how working together has brought them closer as a couple. Many couples grow apart over the years as they pursue separate careers. Rachel and Neo have grown closer because they both have to grow as people together.

Neo reflects, “We’re closer now than we were 15, 18 years ago because we must grow as people. The people who are most successful in relationships and the people who are most successful in business, whether it’s parenting, friendships, or whatever, are the people who have the best coping mechanisms.”

They’ve created a life sustained on their terms. They’ve balanced running a successful business with being there for their children’s activities and sports events. It’s been challenging, requiring early mornings, late nights, and working weekends, but they’ve made it work.

Rachel shares, “We had the business in the daytime, but my daughter was a swimmer, so I was up at 4:30 a.m. doing early morning swims. Our son is a footballer, and Neo is the coach. So off they would go from 6:00 a couple of times a week or on a weekend. That was a priority they got from us, and they could develop their sports as they wanted to.”

Rachel and Neo offer some advice for couples considering working together. Rachel emphasises the importance of being prepared for challenges and having clear intentions. “It is give and take,” she says. “You’re not going to win everything. It’s not going to go at the speed you want it. There are going to be hurdles.”

Neo adds, “Be prepared for conflict. Be prepared for very dark periods. But you’ll get those if you work for someone else anyway.” He emphasises that the benefits far outweigh the downsides, but it’s crucial to stick to agreed parameters and be ready for personal growth.

They both stress the importance of having separate spaces and interests outside of work. Rachel, like Neo, has her own “tribe” of friends and colleagues. This allows them to maintain their individuality while working closely together.

For Rachel, the key highlights have been having a business they love and knowing they’re fortunate. They genuinely enjoy what they do, finding it rewarding to help people find the right job opportunities. Rachel says, “It’s so rewarding when you help someone. There’s something so rewarding about that. And that’s actually the essence of what we do.”

They’ve been able to create a life on their terms and are excited about entering a new era in their business. Rachel adds, “We’ve managed it. We look back now and go, wow, we seem to have done that bit. Let’s keep going. And we’ve got so many goals we still want to hit.”

For Neo, the highlights include their ability to do things their way and maintain their values of honesty, integrity, and trust. He’s proud of their standards of work and energy. He also sees their personal growth as a major highlight, noting how they’ve developed the ability to handle situations calmly that would have caused meltdowns years ago.

Neo shares an example: “There was an incident a fortnight ago that, without going into detail, had that same incident happened 15 years ago, I’d have had a meltdown. The ability to cope with something you couldn’t cope with before genuinely doesn’t mean you’ll get out of it because sometimes circumstances don’t deal with that.”

Looking ahead, they’re excited about the next phase of their business. With their children now grown and pursuing their careers, Rachel and Neo are ready to focus even more on growing Ice recruitment. They aim to accomplish in the next ten years what most people do in 30, building on the strong foundation they’ve established over the past 16 years.

Neo concludes, “The highlight for me is knowing what we want to do. I’m really proud of our standards of work and energy. The highlight has been how much we’ve developed as individuals. I think that would be it.”

Thanks,

Sharon

The post Balancing Act: Love, Family, and Building Ice Recruitment appeared first on Superfast Recruitment.

In today’s podcast post and video, we had the pleasure of interviewing Louise, one of our amazing clients who walked the Camino whilst running her business over six weeks during June and July.

I encourage you to listen to the podcast and video; they are so full of gems! I have also added a summary of the main points below.

Louise Shepherd from First to Recruit recently embarked on an incredible journey: walking the Camino de Santiago, an ancient pilgrimage route that spans nearly 800 kilometres across northern Spain.

Louise’s decision to undertake this challenge while running her business remotely demonstrates a remarkable blend of personal growth and professional adaptability.

Louise had wanted to walk the Camino for years, and when the opportunity finally presented itself, she seized it. She prepared her business for her absence, setting up systems and processes that would allow her to work remotely while walking up to 20 kilometres a day.

Below is a summary of our conversation. I encourage you to listen to the recording or watch the video. It is so inspiring!

Despite her fierce independence, Louise discovered the immense value of having a support network. She created WhatsApp groups to keep friends and family updated on her progress. This experience taught her the importance of vulnerability and sharing in personal and professional settings.

Louise reflected, “I’m fiercely independent, and I’ve always been very independent. And I find it hard to trust people. So, for me, I need to set up a group… I really only ever did it just as a safety thing. But I learned from it that I put all this support that I didn’t even realise I had, and although I was walking it alone, I wasn’t alone.”

Louise managed to run her business while walking up to 20 kilometres daily in intense heat. She structured her days to accommodate the Camino’s physical demands and her work responsibilities. This experience highlighted the importance of robust systems and processes to enable flexibility.

“I was walking in the mornings, as, you know, as one of my support groups. And I would get to where I was going to by two, 3:00. And then what do I do? You know. Yeah, I’d work because I had the time to do it,” Louise explained.

The Camino presented numerous challenges, from shared accommodations to language barriers. Louise embraced these discomforts, recognising that growth often happens outside our comfort zones. This mindset shift has influenced her approach to business, encouraging her to be more open to new experiences and technologies.

Louise shared, “There were times when I’d get to where I was going to, and I’d take one look at my bunk bed, and I knew there were bedbugs in it; I knew it; you could tell by looking at it. I mean €10 for a bunk for the night. You know, it. And there were creepy crawlies, and, you know, there’s someone that snores, and there’s someone. It’s just all this kind of stuff, you know, it’s going to happen. But I knew it was just one night, and I could get through it.”

The journey reinforced the importance of taking action and trusting the process. Louise learned that overthinking could paralyse personal challenges or business decisions. She advocates for making decisions and course-correcting, a valuable lesson for any business owner.

“My father said something to me a couple of years ago, which, as we were talking about before, resonates later down the line, not necessarily at the time. But he told me he’s got an Army background and was always taught to make a decision. Not making a decision is, but it’s really bad that, in some situations, it can be fatal. So, make a decision and then course correct,” Louise shared.

Louise’s Camino experience has profoundly impacted her approach to both life and business. She encourages others to embrace challenges and step out of their comfort zones, recognising that growth and success often lie beyond our perceived limitations.

Thanks.

Sharon

P.S. If you want to connect with Louise, you will find her at First2Recruit.

The post A Journey Of Self-Discovery And Business Growth: Walking The Camino With Louise Shepherd appeared first on Superfast Recruitment.

In this episode, we sit down with Vanessa Raath, a globally recognised Sourcing Talent Trainer, to explore the future of recruitment and talent sourcing.

Vanessa specialises in helping companies move beyond their reliance on LinkedIn by teaching innovative sourcing strategies that embrace new and emerging technologies.

She shares insights into the changing role of traditional job boards, the integration of AI and automation in recruitment, and the growing importance of social media platforms like Instagram and TikTok for finding top talent.

Vanessa also highlights common pitfalls recruiters face when adopting new technologies.

She provides practical suggestions on training recruitment teams to leverage these tools effectively.

Whether you’re an experienced recruiter or new to the field, Vanessa’s expertise offers valuable guidance on staying ahead in the ever-evolving world of talent sourcing.

Below is a summary of all the gems Vanessa shared.

The global talent market is highly competitive, with companies fighting over a small pool of candidates. To stand out, recruiters need to think beyond traditional sourcing methods and platforms. This global crisis affects countries, not just those with historically poor education systems.

The best approach is to specialise in your niche, building communities and networks within your specific recruiting area. This allows you to understand the candidate market better, speak their language, and make quicker client placements.

Don’t rely solely on LinkedIn and local job boards. Start searches on search engines to access the entire internet. Cross-reference findings with LinkedIn, but remember that candidates update other social platforms more frequently.

Ask your candidates where they spend their time online. For instance, data architects might be on Kaggle, while UI/UX designers could be on Behance or Dribble. Find candidates where they spend their time, as these profiles will likely be the most up-to-date.

Use LinkedIn to gather additional information, such as education history, but don’t end your search there. Learn about Chrome extensions and how to find email addresses to reach out to candidates in different ways.

Community building is the future of recruitment. Create specialised groups on platforms like Facebook or dedicated community platforms. This approach allows you to gather like-minded individuals who share your vision.

Covid has accelerated the rise of communities, and it’s become easier to run them. Consider moving to dedicated community platforms like Guild, Circle, or Heartbeat. Building a community requires specialisation and getting people to buy into your vision. It’s about thinking outside the box, using technology to assist you, and bringing on board natural leaders, respected industry figures, and influencers to help build your community.

Use technology to streamline administrative tasks, freeing up time for human interaction. Learn to write Boolean strings, use Chrome extensions, and find email addresses efficiently. However, maintain oversight to ensure accuracy. When implementing new tech, ensure proper change management and buy-in from the team. Often, managers make decisions about new tools without considering the needs of those who use them daily. This can lead to unnecessary spending on tech that isn’t fully utilised. Instead, drive tech adoption based on the demands of the people using it.

While AI can help find candidates, the human touch is crucial for personalised outreach. Craft tailored messages that resonate with candidates, avoiding robotic-sounding communication. Platforms like LinkedIn can detect AI-generated content, potentially limiting the reach of your posts. The human element comes into play when connecting with another human being, writing personalised outreach messages that feel genuine and tailored to the individual candidate.

The recruitment industry is constantly evolving. Be willing to change your approach and learn new techniques. Staying adaptable is key to success in this dynamic field. The pandemic has accelerated changes in the industry, and candidates are now more resilient and know exactly what they want. Our storytelling and approach need to adapt accordingly. Remember, change is the only constant in life, and there aren’t enough recruiters willing to embrace it.

Explore tools like ChatGPT to enhance your recruitment process. Identify repetitive tasks that AI can handle, allowing you to focus on building human connections with candidates. AI will change the way we all work, not just in recruitment. It may impact the skills we’re hiring for in the future.

The technology has been available for some time; the differentiator will be how companies embrace it. Get hands-on experience with AI tools, try to break them, and figure out how they can help you in your day-to-day work.

Despite technological advancements, people still buy from people. Use technology as an enabler to be more human-like in your interactions, focusing on relationship-building and engagement. Identify aspects of your daily and weekly processes that are repetitive or time-consuming, and find ways to automate these.

Remove the friction in your processes to allow more time for human interaction. Technology should empower us to do better and be more human-like in our approach to recruitment.

Visit Vanessa’s website here to learn more about how she can help you hone your sourcing skills

Thanks

Denise and Sharon

The post Diversifying Talent Sourcing With Vanessa Raath appeared first on Superfast Recruitment.

I recently had the pleasure of interviewing Ged Walsh, the Managing Director of Everpool, on our recruitment, Marketing, and Sales podcast. Ged’s journey in recruitment spans an impressive 25 years, and his wealth of experience shines through in our conversation.

Ged’s career didn’t start in recruitment. He began in retail, working in area management and FMCG, including a stint at George Davis’s head office. In 1999, he made the leap into retail recruitment, initially part-time, while setting up a catering business. However, his success in recruitment – building £160K in just ten months – led him to focus on this career path full-time.

From there, Ged’s entrepreneurial spirit took flight. He co-founded a retail recruitment business that grew to a £2.5 million turnover with 30 employees.

Despite facing challenges during the 2008 recession, Ged persevered, venturing into legal recruitment and later health and social care.

His journey eventually led him to Everpool recruitment, where he now serves as Managing Director. Ged’s diverse experience in various sectors and ability to adapt to market changes make him a valuable and inspirational voice for fellow business owners in the recruitment sector.

Ged shared several areas he thinks are key to building a successful business.

One of the key topics we discussed was how Ged established Everpool’s unique value proposition. Ged emphasises the importance of quality service and a consultative approach in today’s rapidly changing recruitment landscape.

“We’re not an agency; we’re a consultancy because we’re different,” Ged explains. His focus is on changing lives – not just for candidates but for his team members and clients as well. This mission underpins everything Everpool does, from its approach to recruitment to its company culture.

Ged’s vision for Everpool is to be an ethical and outstanding permanent recruitment service that delights customers by motivating and inspiring colleagues. It’s about offering more than just job listings – creating mutually beneficial partnerships with clients whose values align with theirs.

This approach has shaped Everpool’s recruiting strategy for their team. Ged prioritises flexibility, trust, and a strong set of company values including integrity, inclusivity, and respect. He believes in treating team members like adults, allowing them to manage their own time and work in a way that suits them best.

We also delved into how Everpool has approached the technological advancements in recruitment, particularly in light of the rapid digital transformation during the Covid-19 pandemic.

Ged acknowledges the importance of having an efficient CRM system and utilising various digital tools for lead generation, email marketing, and branding. However, he maintains that at its core, recruitment is still about people buying from people.

“The digital transformation around it can make it smarter rather than harder,” he emphasises the need to balance technology with the human touch, using digital tools to enhance efficiency while still focusing on building strong relationships with clients and candidates.

When it comes to measuring success, Ged takes a unique approach. Rather than focusing solely on traditional KPIs, he emphasises the importance of service quality and client relationships.

Everpool works on a ratio system, aiming for one placement for every two candidates submitted. This focus on quality over quantity ensures they send genuinely interested and suitable candidates to their clients.

Ged stresses the importance of thoroughly understanding the client’s needs and the candidate’s aspirations. This includes delving deep into the client’s company culture, onboarding process, and long-term strategies – information many recruiters might overlook.

One of the most valuable insights Ged shared was about managing client relationships. He advocates for a partnership approach, where recruiters act as an extension of the client’s brand.

“It’s about living and understanding what the client wants,” Ged explains. This involves regular reviews and meetings, discussing immediate hiring needs and the client’s growth strategies, pain points, and company culture.

Ged encourages recruiters to be proactive, asking questions beyond immediate job requirements. Understanding the client’s onboarding process, training programmes, and retention strategies allows recruiters to match candidates better and add real value to the client’s business.

As a busy MD, Ged has a refreshing perspective on time management. He views pressure as a privilege in his position and doesn’t see work-life balance as a struggle because he genuinely enjoys what he does.

“If you enjoy it, why can’t you be balanced around it?” Ged asks. He advocates working smartly and efficiently rather than putting in excessive hours.

His approach is to empower his team to set their targets and manage their time effectively.

For those starting out in the recruitment business, Ged offers several pieces of wisdom:

Ged attributes much of his success to a few pivotal decisions.

When asked for his one piece of advice for other business owners, Ged offers this gem: “You don’t have to take every opportunity that comes your way.”

He advocates for being selective about clients, ensuring they align with your values and business goals. Sometimes, walking away from an opportunity that’s not the right fit can be the best decision for your business.

Ged gave so many valuable insights for recruitment business owners. His journey from retail to building successful recruitment businesses offers inspiration and practical advice for those in the industry. Ged has created a thriving business model that others can learn from by focusing on quality service, embracing technology while maintaining the human touch, and building strong, value-aligned client partnerships.

Remember, in the ever-changing world of recruitment, it’s not just about filling positions – it’s about changing lives and adding real value to candidates and clients.

To find out more about Everpool, visit their website here.

The post The Art of Client Partnerships: Ged Walsh’s Guide to Recruitment Excellence appeared first on Superfast Recruitment.