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AGENDA

TIME	TOPIC	SPEAKER
1:00	Arrivals \| Coffee \| Eat \| Network	EVERYONE
1:30	Welcome	SourceFlow
1:35	From Likes to Placements – Proving the ROI of Recruitment Marketing	Catherine Henderson
2:00	Data is your Friend – But do your recruiters know it?	Si Bor
2:25	Break Time \| Recharge Your Plates & Drinks 🌯☕️	EVERYONE
2:45	Understand > Define > Action: Building a Market-Driven Marketing Strategy	Jade Brar-Haase
3:05	What Buyers Pay For: How Marketing Drives Valuation in Recruitment	Kashif Naqshbandi
3:30	Thank Yous & An Update From SourceFlow	Darren Curtis
3:45	Recruitment Marketinis Time 🍸	EVERYONE

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From Likes to Placements –

Catherine Henderson

Founder,

BOUDICCA Consulting

Proving the ROI of Recruitment Marketing

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Data is your Friend –

Saeed “Si” Bor

Founder,

EmbeddedOps

But do your recruiters know it?

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Data is your friend.

SourceFlow - Lunch & Learn

SB

by Saeed Bor

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Who am I?

Twin Dad

EmbeddedOps

QPR

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Insights + Food for thought

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Who/what can impact a recruitment consultant's performance?

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Everyone / Everything

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I see you at the back…

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Everyone / Everything

(>400m TB daily)

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What do I mean when I say data?

Performance Data

Metrics like call times and ratios that quantify your efficiency and effectiveness.

CRM Data

Qualitative information such as candidate notes and client feedback stored in your database.

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What is your competitive edge?

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Competitive Edge

CRM Data

Consultant Skill

Brand

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Why should we care?

1

Performance-Driven Industry

2

Managers are Watching

3

"Business in a Business"

4

Measure to Improve

You cannot improve what you do not measure

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Show of hands?

Who knows the % of people coded in your CRM?

Who knows the % of people with 2-way comms in last 6 months?

Who knows their InMail response rate?

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End to End Ratios

1

Candidate Sourcing

Email/InMail Sent → Prescreens → CV Sent → 1st Int'v → Final Int'v → Offer → Placement

2

Business Development

Leads → Specs → BD Calls → Role Briefing → Job Added

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Homework - Ratio Improvement

Task:

Work your way from left to right and imagine you're not getting the results you want.

What can cause poor ratios?

What can you do to improve each ratios?

1) Prescreens : 1st Int'v

2) BD Calls : Jobs Added

3) Offer : Placement

Example:

InMail Sent: 200 → Prescreens booked: 1

What could be causing so few prescreen calls coming in from that volume of message?

What do we need to do to improve this ratio?

1 - check the people you're messaging are relevant for the role

2 - review your message, try and A/B test next batch

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Your performance data is YOURS to improve

Own Your Data

Take responsibility for your metrics. They reflect your efforts and potential. Track your network value. "Business in a Business" - AGAIN.

Analyse Regularly

Make data review a daily/weekly habit. Spot trends and act swiftly.

Set Personal Targets

Challenge yourself with ambitious yet achievable goals. Push your boundaries.

Celebrate Progress

Acknowledge your improvements, no matter how small. Every step counts.

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Top Tips for RecTech Stack

VOIP x AI Note Takers

Automate the data capture → configure format → convert to assets / actionable insights

Automate Admin

Not for headcount reduction → re-deployment of resources

Analytics Tools

Carrot & Stick → 1% of £1m NFI = £10K…

Configure to create a TDL

Ownership Ending, Re-engagement, Re-deployment…

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Top Tips for Coding

Precision over Breadth

Avoid overly broad categories. Specific coding enables targeted searches and better matches.

Utilise Tiers

Implement multi-level coding. Capture nuances in skills and experience for precise filtering.

Highlight Rare Skills

Code for uncommon expertise. These niche skills = £££.

Regular Updates

Keep codes current. Evolve your system to reflect changing market demands.

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Questions

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Understand > Define > Action:

Jade Brar-Haase

Founder,

Branded by Aquila

Building a Market-Driven Marketing Strategy

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BLUEPRINT

MARKET-DRIVEN STRATEGY

A

BRANDED AQUILA

by

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WHY BOTHER?

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MARKET

SWOT

MAINLY LOOKING AT THE OPPORTUNITIES AND THREATS PIECE.

PESTLE

Political, economic, social, technological, legal, and environmental.

5 FORCES

COMPETITION IN THE MARKET.

COMPETITOR AUDIT (DIGITAL)

COMPETITIVE ANALYSIS ACROSS MULTIPLE FACTORS (MARKETING).

Brand. Market. Grow.

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CUSTOMER

KANO

Product rather than service.

7Ps OF MARKETING (pvs 5)

Product, price, place, promotion, people, process and physical evidence (whose responsibility).

VALUE PROPOSITION CANVAS

Aligning the service to the customer.

PERSONAS

IDEAL CUSTOMER PROFILE / AVATARS.

Brand. Market. Grow.

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What Buyers Pay For:

Kashif Naqshbandi

Founder,

StratifexOS

How Marketing Drives Valuation in Recruitment

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Most value founders leave value in the table and there are generally 3 reasons why:

1. Cleaning up too late – things you genuinely didn’t anticipate, because you don’t know what you don’t know, by the time you get to the exit process, its far too late to address narrative gaps or strategic changes. e.g. curating a list of advocates, cleaning up your digital footprint or pivoting to a contract heavy.

2. Misunderstanding what drives valuation – its not excel x a magic number – it’s the whole narrative and story weaved together. Market, leadership, competition, alignment with their value creation playbooks and strategies, / adjacency / optionality – excitement about the upside and ROI

3. Not reverse engineering by psychology - what the fears and the needs are of each of the people involved in that decision making process and how far ahead of time you need to mitigate those and I'm going to come on to that later

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Just a quick introduction to me - I’m former CMO at Tenth Revolution Group where I led Marketing for 13 years. During that time we grew the business from 2 brands 220 people to 9 brands and 2000 employees. I’m one of only two members of the leadership team that’s successfully sold twice to private equity - once in 2013 to LivingBridge and 2.5 years later to TPG growth, by which time we had grown the business to just shy of 700 heads and achieved an ROI of 550% for LivingBridge - which was actually their best investment ever.

During those two processes I was deeply involved in both the deal preparation and diligence processes run by Rothschild, Gartner, L.E.K., and CIL - all of whom are top tier consultancies that live and breathe private equity day after day. This presentation is built on lived PE experience.

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I thought it would be useful to show you the founders view of how we process works my job is to get founders as banker ready as possible I don't get involved in introductions to private equity firms. I do however get you in the best position possible to get the best bankers available with the best black book available of potential buyers. Once you‘ve appointing the banker then potentially they might introduce your CEO to some potential buyers and have an off the record chat cool fireside chat but at that point your story should definitely align with what the outside world is saying and also what can be easily validated if it doesn't then it's likely that the story ends there . simultaneously be creating what's called a vendor due diligence document which is nice document pay for wine cellar generally you will have management consultants such as LEK or CIL who conduct these reports on your behalf and they will look at basically a holistic view the entire business the health of the business . if that looks good then we'll create a teaser 2 pages and I sent it out to probably hundred 150 potential private equity firms and at some point so the firms will come back so yes we want to know more where you get an NDA signed and a more detailed confidential confidential information memorandum issued . three to four weeks my pass and after which they come back with indicative office . off the back of those offers you might discount bunch of PE firms of global G or you don't think there's a strategic fit and you have a shortlist of of private firms after which you as management leadership will present to those managers for for dinner with them get to learn more about them and then there will be a bit of dancing around possibly an auction silent auction and one of the private active phones you will go exclusively with having agreed the offer and then the produce diligence stars which is a two to three bunch process . one of three things happen at that point due diligence uncovers things that scare them spoke them so they withdraw their offer 2 one or two things might spook them and they reduced their offer or three them I think bloody hell this is amazing and then you're in the driving seat

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The Buyers' View: Origination to Investment Committee

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Organic Growth: PE wants to see consistent top-line growth. Marketing proves this by driving new logo acquisition, reactivating lapsed clients, and expanding wallet share with ICP clarity.

Margin Expansion: Not simply just cost-cutting, also premium positioning. Marketing should shift demand towards higher-margin services, supports pricing power, and builds proof points for fee uplift.

Recurring Revenue: Predictability is king. By packaging contract, retained, or embedded solutions as sticky offerings, marketing helps tilt the model away from one-off perm.

Strategic Acquisitions: Buy-and-build platforms need credibility. Marketing projects the brand strength and unified narrative that attract bolt-ons and make integration smoother.

Revenue Mix Shift - Not all revenue is valued equally. Marketing reframes services to encourage contract and solution-led buying, shifting the mix to higher-multiple streams.

Debt Paydown - Debt service depends on predictable cash flows. Marketing contributes by reducing churn, building loyalty, and driving redeployment, making revenue more annuity-like.

Multiple Arbitrage - This is the re-rating play. Marketing is how you move from ‘another agency’ to a category leader or tech-enabled platform, creating scarcity value at exit.

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1.How resilient is your revenue in a downturn? Can you prove it with data? What happened to your top 5 clients in the last recession or market dip? What happened to others in the same market? This is where the

2.How much of your revenue is truly recurring, versus project-based or reactive? Contractors, embedded delivery, or retainers, not one-offs

3.Which clients or revenue streams are the most profitable? Which ones are dragging down your margin?

4.Are you over-servicing clients who pay the least, or discounting to win deals that don't justify the effort?

5.Can you show buyers a clear view of next quarter’s revenue today? Or are you starting from zero every month?

6.What’s your client churn rate — and more importantly, what’s the cohort revenue retention over 12–24 months?

7.Do you have commercial models (pricing, contract terms, usage billing) that protect revenue without increasing headcount?

We want founders to understand that top-line growth alone won’t win the valuation game. What buyers reward is *confidence in future earnings*. That means predictable pipelines, recurring revenue models, contractual lock-ins, and a spread of margin-rich clients. If the business behaves like SaaS — even if it's recruitment — it’s likely to be valued more like SaaS. And that’s the game-changer.

Buyers don’t just ask how much revenue you make — they ask how repeatable, visible, and durable it is.

Recurring and contract-backed revenue behaves like SaaS — and gets valued like it.

Strong revenue quality = lower risk, better forecasting, and higher multiple.

The closer your revenue behaves to SaaS, the closer your multiple gets to SaaS.

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BREAK TIME!

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Update from

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THANK YOU!