Business Strategy Development

Building a sales force that doubled the team

Reported result Team grew from 6 to 12
Sector
Recruitment and HR services
Duration
24 months, ~450 consulting hours
Verified by
Hender Tho, Director

The situation

Success Resource Centre is a Singapore recruitment and HR services firm. Growth depended on a handful of people, and the business had no system underneath it.

In the company's own words, before the project began:

Each of those is a growth ceiling. Together they describe a firm whose revenue could not scale faster than its founder's attention.

What we did

An Enterprise Development Grant Business Strategy Development project, running from April 2023 to March 2025, across roughly 450 consulting hours.

1. Diagnose before prescribing. A structured business-value diagnostic, a sales force gap analysis, and behavioural and motivational profiling across the team. The purpose was to establish a baseline that later results could be measured against, not to produce a report.

2. Sharpen the proposition. The brand message and market positioning were rewritten around a consultative partnership model. A sales-capability benchmark identified the specific selling behaviours the team lacked, and consultative sales training was built to close those gaps.

3. Build the strategy and the accountability to execute it. A strategy roadmap covering recurring revenue and sales team scaling, converted into a 90-day execution plan with an accountability structure attached. A plan nobody is answerable for is a document, not a strategy.

4. Systemise the operation. The recruitment process was institutionalised: standardised workflows, scripts, templates and follow-up sequences, plus an onboarding SOP designed to shorten the ramp-up time that had been driving new-hire turnover.

5. Install the cadence. Weekly and monthly management reviews, KPI tracking, and a leadership scorecard, so performance became visible before it became a problem.

What was achieved

Quoting the client's signed account of the results:

"Recruitment system improvements led to team growth from 6 to 12, improving capacity and reducing ramp-up time."

"The project also supported SRC's transition toward more predictable income through the HR outsourcing vertical, with SRC closing 2 to 3 retainer clients, while improving cross-functional coordination and organisational culture."

"Introduced defined roles (rainmaker, optimizer, builder); implemented leadership scorecard and structured weekly reviews."

The headline is the doubling. The more durable change is the second one: a recruitment firm whose income arrived in unpredictable placement fees now has a retainer line underneath it.

In the client's words

"We are satisfied with iGROW's delivery of SRC's EDG Business Strategy Development project and would recommend iGROW as a trusted partner for business strategy, sales force strengthening, and operational systemisation." Hender Tho, Director, Success Resource Centre Pte Ltd

Why this worked

Three things separate an engagement that changes a business from one that produces a deck.

A baseline, measured before anything changed. The business-value diagnostic and the sales force gap analysis were run first so that the result could be evidenced rather than asserted. Most consulting outcomes are claims. This one is a comparison.

The behaviour was addressed alongside the system. Behavioural and motivational profiling was not a team-building exercise. It identified why particular consultants were underperforming against a sales model that did not suit how they worked, which is why the roles were later redefined as rainmaker, optimizer and builder rather than a single job description applied to twelve people.

Execution was designed in, not hoped for. The 90-day plan, the leadership scorecard and the weekly review cadence exist so the strategy survives contact with a busy quarter. This is the step most strategy work omits, and it is the reason the headcount actually moved.