Proof of work

What signal-led outbound looks like in practice, in the first 90 days

The stats shown here reflect what to expect in the first 90 days of working together. As campaigns mature and messaging is refined, opportunity rates and reply rates typically improve. Some of our ongoing engagements have reached 5% opportunity rates and 10% reply rates after that initial period.

Click any card to read the full breakdown: who the client was, how we built the targeting, and what came out of it.

A nearshore recruitment partner helping US and Canadian businesses hire full-time talent across Latin America wanted to reach more companies with a genuine need for its services. Its offer covered candidate search, vetting, employment administration, payroll, benefits, and ongoing support. The value proposition was clear: one accountable partner supporting the hire from search through long-term employment.
The challenge

Reaching companies with a relevant reason to engage

The nearshore recruitment market is crowded with similar promises: access to talent, faster hiring, and lower costs.

Our client needed outreach that reflected the depth of its service and reached businesses with a relevant reason to engage. That meant identifying both hiring demand and familiarity with the Latin American talent market.

Our strategy

Three targeting layers, each building on the last

1
Start with companies already employing Latin American talent
We scraped companies with existing Latin American team members to identify businesses already familiar with hiring in the region. These companies had experience with distributed teams and the value Latin American talent could bring, allowing the conversation to focus on their next hire, expansion plans, and ongoing support needs.
An existing Latin American team became a targeting signal for familiarity with the hiring model.
2
Find active demand through live job postings
We sourced companies advertising roles the client could support across engineering, QA, data, finance, operations, sales, and customer support. The campaign focused on US companies with 20 to 200 employees. Working backward from live vacancies helped identify accounts with visible hiring demand, with role-specific skills shaping each approach.
3
Connect the hiring need to the full offer
The outreach connected relevant vacancies with the client's ability to find and support full-time Latin American talent. Beyond sourcing, the offer included employment administration, payroll, benefits, and ongoing employee support, giving prospects a reason to consider the partnership beyond the immediate vacancy.
The signals behind the targeting

Three questions before any message was sent

Does the company understand the hiring model? Is there a current need? Can our client serve that need?

Existing Latin American employees
Indicated familiarity with the region's talent and the practicalities of cross-border hiring.
Relevant open vacancies
Provided evidence of current demand and a concrete reason to reach out.
Role-specific skills and responsibilities
Shaped the messaging so each approach reflected what the company was actually recruiting for.
The results

1.03% contact-to-opportunity rate across 1,657 prospects

In 60 days, the campaign contacted 1,657 prospects and generated 17 opportunities. That represents approximately one opportunity for every 97 prospects contacted.

60 days
Campaign duration
1,657
Prospects contacted
17
Opportunities generated
1.03%
Contact-to-opportunity rate
$137,700
Est. potential pipeline
Estimated potential pipeline

$137,700 in estimated staffing-fee revenue

The 17 opportunities represent $137,700 in estimated potential staffing-fee revenue, assuming one seat per opportunity.

The estimate uses a $450 monthly staffing fee, the midpoint of the client's $300 to $600 per-seat monthly fee range, over a typical 18-month tenure.

Opportunities
17 projected seats, assuming one seat per opportunity
Monthly fee used
$450 per seat per month (midpoint of $300 to $600 range)
Tenure assumption
18 months typical tenure = $8,100 per seat
Estimated total
17 x 1 seat x $450 x 18 months = $137,700
The takeaway

Strong recruitment outbound starts with account selection

Key learning

By combining existing Latin American hiring footprints with live vacancy data, Thincture built a campaign grounded in market familiarity and current demand. The lesson: the quality of account selection determines the ceiling on outbound performance. Signals do not replace good messaging. But without the right accounts, the best message lands in the wrong inbox.

A specialist recruitment and compliance partner serving care providers in England and Wales needed a more consistent way to reach suitable new customers. Its managed service covered recruitment advertising, applicant screening, interview coordination, offers, and compliance support. By improving the journey from application to start date, the business helped care providers build permanent teams and free managers to focus on care.
The challenge

Standing out in a market used to being sold to

Care providers are often recruiting continuously. Another offer to help them find staff can sound like more of the same.

This was a particularly challenging target market: busy decision-makers, established recruitment habits, and a managed-service offer that required more explanation than a conventional agency pitch. The client's service required a different conversation: improving how recruitment works across a group, including the follow-up, coordination, and compliance steps that turn applicants into employees.

Our strategy

Four targeting layers built around provider fit

1
Focus on the right provider profile
The targeting strategy prioritized privately owned, multi-site care groups, typically with 3 to 20 sites, across England and Wales. Children's services formed the primary segment, with residential and nursing home groups as the secondary audience. Mid-sized groups offered a clear fit: substantial recurring recruitment needs, without necessarily having the internal recruitment resources of the largest operators.
2
Build account research around sector-specific sources
Rather than pulling from standard B2B contact databases, we built the prospect list from scratch using care-sector-specific sources: care home directories, provider websites, and public registration data. For adult care, that meant carehome.co.uk and CQC records. Children's services required separate research using operator websites and professional profiles, respecting safeguarding restrictions on sensitive location data. This gave us a list of genuinely suitable groups, not a generic cut of anyone with a healthcare SIC code.
3
Reach the people who own the decision
Outreach prioritized owners, managing directors, CEOs, and senior operations, people, recruitment, and finance leaders. The message reflected their responsibilities: recruitment costs, management time, candidate progression, and the ability to maintain staffing as the business grows.
4
Match the message to the service line
Residential and nursing groups could be approached around permanent vacancies, agency-cover costs, and time lost to recruitment administration. For children's services, the emphasis shifted toward leadership hiring, reliable permanent recruitment, and moving suitable candidates through to their start date.
Signals that shaped the strategy

Five indicators before any message was sent

A leadership vacancy with wider consequences
Registered manager and deputy manager vacancies provided a specific conversation for children's services, connecting recruitment support to a leadership need rather than a broad staffing pitch.
The same vacancies appearing repeatedly
Recurring adverts for similar roles created a useful research prompt: was the provider expanding, replacing leavers, or struggling to convert applicants into starters?
A group footprint hidden behind individual homes
Reviewing ownership and site portfolios revealed opportunities that a single-home search would miss. A provider operating several services could have a group-wide recruitment need even when each location appeared small.
Recruitment activity across several sites
Hiring across multiple locations made process consistency a relevant discussion: applicant follow-up, interview coordination, compliance progress, and visibility across the group.
Different pressures behind similar vacancies
A vacancy at a children's services provider called for different language from one at a nursing home group. Segmenting by service type kept the outreach connected to the prospect's operating model.
The results

5 opportunities from a challenging specialist market

The campaign contacted 1,040 prospects and generated 5 opportunities, a 0.48% contact-to-opportunity rate, or one opportunity for every 208 prospects contacted.

The opportunity rate was below our usual standard, reflecting the difficulty of engaging this specialist market and introducing a different approach to recruitment. The campaign nevertheless created five opportunities within the target audience.

1,040
Prospects contacted
5
Opportunities generated
0.48%
Contact-to-opportunity rate
£127,500
Est. potential pipeline
Estimated potential pipeline

£127,500 in estimated managed-service revenue

The five opportunities represent £127,500 in estimated potential managed-service revenue, assuming one six-month contract per opportunity at an estimated £4,250 monthly fee.

Estimated revenue based on five projected six-month contracts. Renewals, additional hiring fees, and executive-search work are excluded.

Opportunities
5 projected contracts, one per opportunity
Monthly fee used
£4,250 per month estimated managed-service fee
Contract assumption
6-month initial contract term
Estimated total
5 x £4,250 x 6 months = £127,500
The takeaway

Care-sector outbound needs to reflect how each provider operates

Key learning

By narrowing the audience to suitable multi-site groups and connecting the offer to specific recruitment pressures, Thincture gave the client a focused route to new commercial conversations. Segment by service type, not just sector. A children's services provider and a nursing home group operate differently, hire differently, and respond to different language. The campaign generated 5 opportunities from 1,040 prospects in a challenging specialist market by treating those differences as targeting inputs, not footnotes.

A specialist executive-search firm wanted to build new relationships with US commercial real estate businesses. Its offer combined deep search experience, access to passive candidates, values-led matching, and market intelligence on compensation and talent availability. The opportunity was to reach firms facing difficult hiring decisions with a proposition built around specialist judgment and carefully selected candidates.
The challenge

A market where broad outreach loses the room

Commercial real estate covers distinct hiring markets. A loan servicer building an asset-management team has different requirements from a private-credit fund hiring an originations leader.

Broad recruitment outreach loses that distinction. Senior buyers need to see that a search partner understands their function, market, and hiring context before committing time to a conversation.

The client's service also needed to complement internal talent teams, particularly on senior, confidential, or hard-to-fill mandates.

Our strategy

Three layers: market, function, and timing

1
Narrow the market around relevant functions
The targeting framework focused on US CRE lenders, loan and special servicers, real-estate debt and private-credit funds, asset managers, and institutional investment platforms. Within those accounts, the audience included managing directors, partners, operations leaders, functional heads, and senior talent-acquisition decision-makers. The research covered businesses in the approximate 11 to 500 employee range, rather than treating every real-estate organization as an equal prospect.
2
Make the search conversation specific
The campaign strategy connected the offer to hiring across loan servicing, asset management, originations, underwriting, credit, investments, finance, and operations. Messaging centered on access to proven passive talent, curated shortlists, and an informed view of the market. This positioned the firm as additional specialist capacity for difficult searches.
3
Use business changes to sharpen timing
The signal framework paired recruitment activity with changes that could create demand for specialist talent. These indicators helped shape account research and relevant outreach angles; they were starting points for a conversation, not proof of an undisclosed hiring problem.
Signals behind the strategy

Five indicators that shaped account research

A fund launch before the team is complete
A new investment vehicle or capital raise can create a reason to explore upcoming needs in credit, underwriting, originations, and portfolio management.
Several openings in one function
A cluster of vacancies can suggest a team buildout, making a broader hiring conversation more relevant than a pitch about one role.
A vacancy that returns to market
Reposted roles provide an opening to discuss candidate availability, compensation, and the scope of the search.
Expansion into a new market
A new office or regional push can create demand for people with local relationships and specialist experience.
A new functional leader
Leadership appointments can precede changes in team structure. The relevant angle is the hiring mandate that may follow, not a generic congratulatory email.
The results

10 opportunities from 1,454 prospects at 0.69%

The campaign contacted 1,454 prospects and generated 10 opportunities, a 0.69% contact-to-opportunity rate.

1,454
Prospects contacted
10
Opportunities generated
0.69%
Contact-to-opportunity rate
$200k–$500k
Est. potential pipeline
Estimated potential placement-fee revenue

$200,000 to $500,000 in estimated placement fees

At a placement-fee range of $20,000 to $50,000, the opportunities represent $200,000 to $500,000 in estimated potential fee revenue, assuming one successful placement per opportunity.

This projection assumes all ten opportunities convert to one placement each. It excludes repeat placements and is not booked revenue.

Opportunities
10 projected placements, one per opportunity
Fee range used
$20,000 to $50,000 per placement
Estimated total
10 x $20,000 to $50,000 = $200,000 to $500,000
The takeaway

Specialist search deserves specialist targeting

Key learning

By organizing the market around CRE functions and relevant business changes, the campaign created 10 opportunities for conversations grounded in the buyer's hiring context. Senior buyers in specialist markets will not engage with generic search pitches. The targeting had to earn the right to a conversation before the message could ask for one.

A US recruitment firm wanted to grow its permanent healthcare recruitment business. Its offer focused on physicians and advanced practice providers, supported by recruiters with clinical backgrounds. The proposition combined clinician-informed screening, responsive communication, and a contingency-first model for employers seeking additional support with difficult provider searches.
The challenge

Rebuilding confidence after failed searches

An open provider role can affect patient access, clinical capacity, and revenue. Employers need candidates who match the clinical requirements and working environment, not simply a larger stack of profiles.

Some prospective buyers also have experience paying upfront recruitment fees without achieving the result they expected. The campaign strategy needed to address confidence in candidate assessment and the commercial risk of engaging another partner.

Our strategy

Clinical focus, contingency-first commercial terms

1
Give the first campaign a clear clinical focus
The initial scope focused on permanent physician and advanced practice provider recruitment in the United States. The account framework included ambulatory surgery centers, physician-owned specialty groups, multi-site clinics, and regional hospitals. This focus allowed the proposition to reflect provider hiring rather than broad healthcare staffing.
2
Connect with operational and clinical hiring owners
The strategy prioritized practice administrators, operations leaders, physician owners, HR and talent-acquisition leaders, and executives at smaller healthcare organizations. These buyers have different responsibilities, but share an interest in finding suitable providers and keeping the hiring process moving.
3
Put clinical judgment at the center of the offer
The client's clinical recruiting backgrounds provided a distinct angle: more informed screening and a clearer understanding of the role before candidates reached the employer. A contingency-first model supported that positioning by giving employers a lower-risk way to explore additional recruiting help.
Signals behind the strategy

Five indicators used to shape outreach timing

A provider vacancy that remains open
Long-running physician or APP searches create a relevant opening to discuss candidate availability and the current search approach.
A role returning to the job boards
Reposted vacancies can prompt a conversation about requirements, location, compensation, or candidate fit, without assuming which factor is responsible.
Several openings within a specialty group
Concurrent needs can indicate a larger recruiting workload than one isolated vacancy suggests.
A new facility or service line
Expansion announcements paired with provider vacancies can connect the outreach to a specific capacity-building plan.
A leadership change alongside hiring activity
A new operational or clinical leader may be reviewing recruitment priorities. That combination can provide context for a focused introduction.
The results

1.29% contact-to-opportunity rate from 465 prospects

The campaign contacted 465 prospects and generated 6 opportunities, a 1.29% contact-to-opportunity rate, or approximately one opportunity for every 78 prospects contacted.

465
Prospects contacted
6
Opportunities generated
1.29%
Contact-to-opportunity rate
$150,000
Est. potential pipeline
Estimated potential placement-fee revenue

$150,000 in estimated placement fees

At an approximate $25,000 average healthcare placement fee, six opportunities represent $150,000 in estimated potential fee revenue, assuming one successful placement per opportunity.

This projection assumes all six opportunities convert to one placement each. It is not booked revenue and excludes additional placements.

Opportunities
6 projected placements, one per opportunity
Fee used
$25,000 average healthcare placement fee
Estimated total
6 x $25,000 = $150,000
The takeaway

A focused clinical offer gives healthcare outreach a clearer purpose

Key learning

By centering the strategy on provider vacancies, clinician-informed screening, and a contingency-first proposition, the campaign generated 6 opportunities from 465 prospects. Healthcare employers have been burned by fee-first search partners before. Leading with clinical judgment and lower commercial risk changes the conversation before it starts.

A permanent finance recruitment specialist wanted to reach more employers with relevant senior hiring needs across England and Wales. Its positioning was direct: accountants recruiting accountants. The founder's finance background supported technical and behavioral candidate assessment, considered recommendations, and a responsive, quality-led service.
The challenge

Reaching employers who need more than a title match

Finance employers need more than a candidate whose title matches the vacancy. They need someone who can understand the business, assess technical requirements, and recommend people with the right experience and working style.

A broad recruitment pitch would miss the client's strongest advantage: the ability to discuss and evaluate finance roles from a practitioner's perspective. The campaign needed to identify suitable vacancies and make that expertise relevant to the buyer's current search.

Our strategy

Live vacancies as the entry point, quality as the offer

1
Make Head of Finance the first focus
The campaign strategy prioritized Head of Finance roles, with related opportunities across Finance Director, CFO, Financial Controller, and Finance Manager positions. The geographic scope centered on England and Wales, with FMCG identified as a promising fit. The approach was role-led across sectors.
2
Work backward from live vacancies
Live finance vacancies provided a specific starting point for account selection and personalization. The strategy used job-description language to understand the requirements and shape the conversation. This kept the outreach connected to what the employer was actually asking a new hire to do.
3
Keep the promise quality-led
Messaging centered on practitioner knowledge, passive-candidate access, and considered screening. The client was positioned around the quality of the recommendation and understanding of the role, rather than a promise to send a fixed number of CVs quickly.
Signals behind the strategy

Five indicators used to prioritize accounts

A senior finance vacancy open 60 to 90 days or more
A persistent search creates a relevant opportunity to discuss technical requirements and the available candidate market.
A reposted leadership role
A returning vacancy provides a reason to explore whether the employer needs a different sourcing approach, without presuming why the search is continuing.
Several finance openings at once
A cluster of vacancies can suggest a wider team buildout or a larger internal recruitment workload.
A funding event paired with finance hiring
New capital and live roles together can make a finance-capability discussion timely.
An executive departure or new appointment
Public leadership changes can help identify possible backfill or team-structure conversations when supported by relevant hiring activity.
The results

1.00% contact-to-opportunity rate from 500 prospects

The campaign contacted 500 prospects and generated 5 opportunities, a 1.00% contact-to-opportunity rate, or one opportunity for every 100 prospects contacted.

500
Prospects contacted
5
Opportunities generated
1.00%
Contact-to-opportunity rate
£37,500–£62,500
Est. potential pipeline
Estimated potential placement-fee revenue

£37,500 to £62,500 in estimated placement fees

Using a £50,000 salary benchmark and a 15% to 25% recruitment fee, one projected placement represents £7,500 to £12,500 in fee revenue.

This estimate assumes all five opportunities convert to one placement each at the benchmark salary. It excludes repeat placements and is not booked revenue.

Opportunities
5 projected placements, one per opportunity
Salary benchmark
£50,000
Fee range
15% to 25% of salary = £7,500 to £12,500 per placement
Estimated total
5 x £50,000 x 15% to 25% = £37,500 to £62,500
The takeaway

The strongest outreach reflected the client's actual expertise

Key learning

By pairing live senior-finance vacancies with an accountant-led recruitment proposition, the campaign generated 5 opportunities from 500 prospects. The advantage was not the volume of CVs sent but the ability to have a practitioner-level conversation about the role. That distinction only lands if the targeting puts it in front of someone whose current search makes it relevant.

A UK-based recruitment firm wanted to grow its US employer relationships. Its proposition combined strong communication, rigorous recruitment delivery, and competitive commercial terms for businesses hiring across sales, technical, operations, and finance functions. Thincture shaped the campaign around companies with visible hiring activity and decision-makers responsible for getting those roles filled.
The challenge

Establishing confidence as an overseas partner

US employers receive plenty of recruitment pitches. An overseas partner needs to establish confidence in its delivery, responsiveness, and understanding of the employer's requirements.

The strongest starting point was an identifiable hiring need. Cost efficiency could support the proposition, but quality and communication needed to lead.

Our strategy

Multiple live vacancies as the entry filter

1
Find businesses with multiple live hiring needs
The campaign's list-building criteria focused on US companies with at least two sales openings, within an approximately 11 to 500 employee range. Multiple relevant vacancies provided a more useful entry point than company size alone. The wider strategy prioritized growing businesses with lean or stretched internal talent teams, particularly in technology, SaaS, professional services, and financial services.
2
Reach commercial and hiring owners
The targeting included founders, senior executives, operations leaders, and HR or talent-acquisition decision-makers. The strategy distinguished their priorities: founders and operators care about the execution of a hiring plan; talent leaders need reliable help with searches and candidate quality.
3
Position the partner around delivery
Messaging led with recruitment quality, communication, and the ability to support live requirements. Commercial efficiency supported that story without turning the offer into a lowest-price pitch. Broader resourcing services remained a secondary conversation, keeping the initial proposition focused.
Signals behind the strategy

Five indicators used in account selection

Two or more sales openings
Concurrent vacancies provided a practical targeting filter and a reason to ask about recruiting capacity.
Funding combined with live requisitions
A funding announcement becomes more actionable when paired with vacancies showing how the business intends to grow.
Hiring across several functions
Multiple department-level needs can create pressure on a small internal recruiting team.
Reposted or long-open roles
Persistent vacancies create an opening to discuss widening the candidate search, while leaving room to understand why the role remains open.
A new function taking shape
First hires in a new department can require more search support than an established team buildout.
The results

0.87% contact-to-opportunity rate from 578 prospects

The campaign contacted 578 prospects and generated 5 opportunities, a 0.87% contact-to-opportunity rate.

578
Prospects contacted
5
Opportunities generated
0.87%
Contact-to-opportunity rate
$112,500
Est. potential pipeline
Estimated potential placement-fee revenue

$112,500 in estimated placement fees

Using a $150,000 salary benchmark and a 15% recruitment fee, one projected placement is worth $22,500 in fee revenue.

The $112,500 estimate assumes every opportunity converts to one placement at that salary and fee. It excludes additional placements and is not booked revenue.

Opportunities
5 projected placements, one per opportunity
Salary benchmark
$150,000
Fee rate
15% of salary = $22,500 per placement
Estimated total
5 x $150,000 x 15% = $112,500
The takeaway

A specific hiring need creates a stronger opening for a cross-border partnership

Key learning

By focusing account selection on visible demand and keeping the offer centered on delivery, the campaign generated 5 opportunities from 578 prospects. Geography becomes a smaller obstacle when the buyer's immediate hiring problem is the starting point for the conversation.

A specialist recruitment firm focused on SaaS sales talent wanted to build relationships with more relevant employers. Its proposition centered on reaching high-performing salespeople who were already employed and unlikely to be actively applying for jobs. That gave employers a reason to look beyond their existing applicant pool.
The challenge

Making a specialism visible in a crowded tech recruitment market

A broad technology recruitment pitch would obscure the client's actual specialism: sales hiring within SaaS businesses.

The campaign needed to reach people responsible for commercial hiring and explain why access to passive sales talent mattered to their team. It also needed an opening that felt relevant without relying on generic personalization.

Our strategy

Specialism, affinity, and passive-talent access

1
Keep the audience close to the specialism
The account framework focused on US SaaS businesses, with an initial company-size range of approximately 11 to 200 employees. The buyer audience included founders, executives, sales leaders, and senior HR decision-makers, keeping the outreach connected to both commercial ownership and hiring responsibility.
2
Build an affinity-led route into the conversation
The strategy explored alumni connections between the recruitment founder and relevant SaaS decision-makers. A genuine shared university background can provide a natural introduction. It is an affinity signal, not evidence of hiring intent, so the commercial conversation still needs to stand on the relevance of the service. The campaign preparation included an alumni-connect angle tailored to SaaS sales companies, alongside account and contact research.
3
Lead with access to passive sales talent
The recruitment proposition focused on salespeople who may not respond to a job advert because they are already employed. This created a focused conversation about expanding the available talent pool, rather than simply offering more applications or generic recruiting capacity.
Signals behind the strategy

Five indicators used to shape the outreach

A genuine alumni connection
A shared educational background can make an introduction more natural when it is accurate and relevant.
A SaaS business with commercial hiring responsibility
Sector and buyer-role filters helped keep the campaign close to the firm's recruitment niche.
A live sales vacancy
An advertised role can provide context for a discussion about reaching candidates outside the applicant pool.
A growing sales leadership structure
Changes in commercial leadership or team structure can be useful prompts to explore future hiring plans, without assuming that a vacancy exists.
A need for proven, employed talent
The client's passive-candidate positioning supported conversations with employers seeking experience that may not be available through inbound applications alone.
The results

0.60% contact-to-opportunity rate from 502 prospects

The campaign contacted 502 prospects and generated 3 opportunities, a 0.60% contact-to-opportunity rate, or approximately one opportunity for every 167 prospects contacted.

502
Prospects contacted
3
Opportunities generated
0.60%
Contact-to-opportunity rate
Estimated potential placement-fee revenue

$75,000 in estimated placement fees

At $25,000 per opportunity, three opportunities represent $75,000 in estimated potential fee revenue, assuming one successful placement per opportunity.

This projection assumes all three opportunities convert to one placement each. It is not booked revenue and excludes additional placements.

Opportunities
3 projected placements, one per opportunity
Fee used
$25,000 per placement
Estimated total
3 x $25,000 = $75,000
The takeaway

Personal relevance works best when the underlying offer is specific

Key learning

The campaign paired a defined SaaS sales recruitment proposition with an affinity-led outreach strategy, generating 3 opportunities from 502 prospects. Shared connections provide an introduction, not a substitute for commercial fit. The emphasis stayed on the employer's hiring needs and access to suitable talent throughout.

A specialist healthcare recruitment firm wanted to build relationships with hospitals needing help filling permanent registered-nurse vacancies. Its offer provided additional direct-hire recruiting capacity, reaching beyond job-board applicants and working alongside internal HR and talent-acquisition teams. Thincture developed the campaign around a tightly defined hospital profile and persistent RN hiring needs.
The challenge

Making the permanent vs. temporary distinction land

Healthcare staffing is a broad market. A permanent RN search is different from travel, temporary, per-diem, or shift staffing, and the campaign needed to make that distinction clear.

The client's strongest fit was with independent and smaller regional hospitals where local leaders could evaluate recruiting support. A national hospital list would introduce accounts with very different purchasing processes and internal resources.

Our strategy

Defined hospital profile, permanent RN focus

1
Define the hospital profile before building volume
The campaign framework focused on independent, locally controlled, and small-regional community hospitals, generally with 25 to 300 beds, across New York, Pennsylvania, Maryland, Virginia, Georgia, North Carolina, and South Carolina. Large academic and national systems were outside the initial focus, giving account selection a clearer relationship to the client's service and buying process.
2
Lead with permanent RN vacancies
The initial proposition concentrated on permanent registered nurses across experience levels and specialties. Messaging positioned the firm as supplemental support for difficult searches. Internal recruiters remained partners in the process, with the external firm helping reach additional candidates.
3
Reach nursing and recruitment decision-makers
The audience included chief nursing officers, senior HR and talent-acquisition leaders, and hospital executives at smaller facilities. That combination connected the search to clinical staffing priorities and the people responsible for recruitment delivery.
Signals behind the strategy

Six indicators used to prioritize hospitals

A permanent RN role open 45 days or more
Vacancy duration provided a practical timing filter for identifying searches that might benefit from additional support.
The same role repeatedly advertised
Persistent postings created an opening to ask about the search and offer access to a wider candidate pool.
Several difficult-to-fill nursing roles
Multiple vacancies could make supplemental sourcing relevant at a department or hospital level.
A specialty vacancy linked to a service line
Specific nursing requirements helped focus the conversation on fit and relevant candidate access.
A new unit or facility paired with hiring
Expansion and recruitment activity together could signal an upcoming staffing requirement.
Travelers or overtime where verified
Publicly supported evidence could add operational context, without assuming that every vacancy meant temporary staffing dependence.
The results

0.86% contact-to-opportunity rate from 700 prospects

The campaign contacted 700 prospects and generated 6 opportunities, a 0.86% contact-to-opportunity rate, or approximately one opportunity for every 117 prospects contacted.

700
Prospects contacted
6
Opportunities generated
0.86%
Contact-to-opportunity rate
$84k–$180k
Est. potential pipeline
Estimated potential placement-fee revenue

$84,000 to $180,000 in estimated placement fees

At a placement-fee range of $14,000 to $30,000, the opportunities represent $84,000 to $180,000 in estimated potential fee revenue, assuming one successful placement per opportunity.

This projection assumes all six opportunities convert to one placement each. It excludes repeat placements and is not booked revenue.

Opportunities
6 projected placements, one per opportunity
Fee range
$14,000 to $30,000 per placement
Estimated total
6 x $14,000 to $30,000 = $84,000 to $180,000
The takeaway

Precision mattered at both levels: the right hospital and the right vacancy type

Key learning

The campaign generated 6 opportunities from 700 prospects through a strategy centered on permanent RN recruitment and complementary support for internal teams. Keeping the hospital profile narrow and the vacancy type specific meant every conversation started from the same relevant ground.

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