Picking up where Part 1 left off, Allie gets into the money and the machinery. She explains pipelining projects — building a talent bench for a client — and why she keeps at least 20% of her business there for cash flow. Then the math: why a recruiter running five to eight retained searches can out-earn one juggling fifteen contingent reqs. The centerpiece is her contrarian thesis that "great delivery is your business development" — she tried being a salesperson, failed, and found that doing the
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