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What Happens When Clients Can’t Define the Work
What Happens When Clients Can’t Define the Work
Austin Texas-based staffing agency believed continuing to place creative talent into large F500 firms would drive growth, even as clients began reorganizing to increase productivity
Deals stalled or were lost because clients could not define the skills or capabilities required as they moved to quickly adopt AI, making staff augmentation an unconvincing purchase.
To address the market shift, we changed the business development strategy to sell problem definition first, creating clarity that made downstream staffing decisions obvious and fundable.
“I think you got something here, my friend. I see $25,000 to $100,000 packages for these [service] that aren’t as sophisticated”
“I think you got something here, my friend. I see $25,000 to $100,000 packages for these [service] that aren’t as sophisticated”
- Scott Siragusa, Regional VP @ Salesforce | Strategic Alliances & Channels
- Scott Siragusa, Regional VP @ Salesforce | Strategic Alliances & Channels
THE SITUATION: Thirty Years of Staffing Success
THE SITUATION: Thirty Years of Staffing Success
The company is a well-known, 30-year staffing firm providing creative and project talent to F500 and enterprise clients. All client sales were driven by relationships and word-of-mouth.
THE PROBLEM: Its NOT about execution
THE PROBLEM: Its NOT about execution
Revenue stalled when clients began reorganizing and where in the midst of re-defining the work to be staffed. If clients are cutting costs and restructuring they don't make long-term staffing commitments.
THE RESOLUTION: From Filling Roles to Shaping Demand
THE RESOLUTION: From Filling Roles to Shaping Demand
We developed and introduced a paid buyer impact analysis shifting Liaison from selling headcount to clarifying demand, which changed how and when clients engaged.
This resulted in:
Reduced exposure to cost-cutting by anchoring conversations upstream of staffing decisions
Clear proof of AI-enabled capability without selling AI as a service
Greater resilience during client reorganizations by staying relevant as priorities shifted
Key to the new services: Buyer Impact Model
Key to the new services: Buyer Impact Model
Using an AI-enabled Buyer Impact Model, we diagnosed where client content failed to support buyer decisions and provided clear data-driven direction to reframe messaging so their demand became definable and fundable.
IMPACT
IMPACT
Secured executive approval and funding for a new Strategic Services Division
Developed AI-enabled buyer impact diagnostics as the foundation of the agency’s service model
Delivered 33 engagements in the first year following launch
Converted business development from personal relationships to a repeatable, revenue-generating program
The Team
The Team
Executive Sponsor: Dave Claunch - Agency Owner
Program Owner: Michael Grant - Director, Strategic Services
Executive Consultant: Rebecca Thorburn
Staffing Strategist: Ashley Rousseau
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