You already sell the hardest product there is.
We help staffing and recruiting sellers move into SaaS sales, and help SaaS companies hire them.
The skills travel. The CV doesn't.
A staffing business developer spends every day selling something the buyer can't see, to a hiring manager who could do the job themselves, for a fee that gets questioned on every deal. Their product can turn down the offer. After a few years of that, a software demo holds few surprises.
SaaS hiring runs on filters: “two to five years of B2B SaaS”, “MEDDPICC”, “Salesforce”. A top biller from a staffing firm fails all three before anyone reads the CV.
We have spent twenty years placing these sellers. We know which of them will make the move well, and how to make the case to a SaaS company that has never hired one.
For sellers
You have built a desk, won accounts from incumbents, and hit a number every quarter. We help you decide whether SaaS is the right move, find the companies that will value what you have done, and tell your story in their language. Then we introduce you.
For SaaS companies
You need sellers who can build their own pipeline and hold price under pressure. We bring you proven sellers from staffing and recruiting, vetted by people who know that industry from the inside. We check their numbers and translate them into terms your forecast understands.
Start where the buyer is someone you know.
The easiest first SaaS role sells to the people you have been selling to already: talent acquisition leaders, HR directors, and staffing firm owners. You already know their day, their language, and their objections. The SaaS company gets a seller who needs no buyer education at all.
Your record, in SaaS terms.
A SaaS hiring manager will not know what “spread” means or why an MSP win was hard. We rebuild your record in the language they use to judge sellers:
| What you did in staffing | What a SaaS hiring manager hears |
|---|---|
| Built a desk from nothing | Built pipeline from outbound, with no SDR behind you |
| Won a preferred-supplier or MSP account through an RFP | Closed an enterprise deal through formal procurement |
| Grew gross profit from an account year on year | Expansion revenue and net revenue retention |
| Worked the hiring manager, HR, and procurement on one account | Ran a deal with several decision-makers |
| Built a contractor book with weekly spread | Built recurring revenue |
| Hit your GP target quarter after quarter | Quota attainment by year |
We build the translation from your real numbers. If the numbers aren't strong enough to carry the move, you will hear that from us first.
What the move costs.
For the right person, the move is worth making. It still has a price, and you should see it before you decide.
- You will probably start at SMB or mid-market level. That applies even if you ran a division. A SaaS company will want to see you close its product before it hands you its largest accounts.
- The way you are paid changes. A good contractor book pays you every week for as long as it runs. In SaaS you are paid mostly when the contract closes, and the number resets every year.
- The sale gets longer and more technical. You will run discovery, demos, and security reviews, and you will be expected to forecast all of them accurately.
- Your network is worth less on day one, unless you join a company that sells to the buyers you already know. That is the strongest reason to start there.
We would rather you hear this on the first call than find it out in your first quarter.
How we make the move with you.
01
The honest conversation.
Why you want to move, what you would give up, and whether SaaS will pay for what you are good at. Sometimes the right answer is a better staffing role, and we will say so.
02
Your story, translated.
We rebuild your CV and your interview answers in SaaS language using your real numbers, and prepare you for discovery calls, demos, and the qualification frameworks you will be asked about.
03
The right companies.
We start with SaaS companies that sell into the talent market. We make the case for you directly to the hiring manager, past the applicant filter.
04
The first ninety days.
We stay close through the offer and the ramp. The first quarter decides whether the move was right, and we want to know how it is going.
Why hire a seller from staffing?
Staffing sellers prospect every day and hear no more often than almost anyone in B2B. They sell a service that has to be sold again with every placement. The good ones hold their fee against procurement teams who would rather cut it.
What they usually lack is software experience: demos, technical discovery, and a CRM that someone actually audits. The right onboarding closes that gap. No onboarding plan teaches resilience or an instinct for pipeline.
Every seller we introduce comes with three things: numbers checked with the people who managed them, their record translated into your terms, and the watch-outs we found. If we are not confident in someone, you do not meet them.
Talk to us before you make the move.
Thirty minutes, and confidential. Bring your numbers. We will tell you honestly whether SaaS will pay for what you have built, and where to start.