After 30 years of running my own recruitment business, the biggest shift in how I operate today versus how I did in the early days can be summed up in one word: strategy.
When I first started out, I was in constant firefighting mode. Anyone who’s built a business from scratch knows that feeling – every day throws something new at you, and your job is to respond fast, think on your feet and just keep going.
And for a time, that energy is what fuels growth. It’s exciting, intense and often reactive by nature. But over the long term, it’s not sustainable – nor is it the best way to build something that lasts.
Today, I work to a clear, documented, one-year and three-year strategy. Is it perfect? No. Have I ever achieved every single element of it? Absolutely not. But that’s not really the point.
For me, strategy isn’t about predicting the future with precision. It’s about having a roadmap; a way to ground myself and my team when things inevitably shift, or when the unexpected happens. It’s the difference between reacting and responding; between drifting and deliberately choosing a direction.
In recruitment especially, things can change fast – market shifts, emerging competitors, changing client needs, candidate shortages, new technologies. When you’re in the thick of it, it’s easy to lose sight of the bigger picture. That’s when having a strategy becomes not just useful, but essential.
Strategy is also pivotal to my internal communication. All company owners and directors are creative – looking for the commercial edge – and this can give mixed messages internally. Now I have a strategy that I can consistently communicate, it ensures I remain focused on the immediate, daily aims, and it helps keep the team aligned.
Plan and adapt
An example of my strategic thinking was the decision to bring Ryan Markey into the business. I identified that we needed someone with a mix of recruitment experience. I wanted someone who brought a different perspective, new skills and fresh energy to complement our existing strengths. Ryan ticked those boxes. His arrival was very much the result of strategic planning, not luck!
One of the biggest misconceptions about strategy is that it has to be rigid. In my experience, a good strategy is actually quite adaptable – it is also one page of A4! Personally, I find the very act of setting one, writing it down and revisiting it regularly creates a rhythm and discipline that pays off over time.
So, whether you’re just starting out or decades in like me, my advice is simple: make time to write your strategy. Don’t wait until you ‘have time’ – you never will. Do it now. Start small if you need to. Review it often. And don’t beat yourself up if you don’t hit every milestone. The real power lies in having the structure to reset and refocus when you need it most.
GET IN TOUCH
Ryan Markey is Commercial Team Leader at Compass Point Recruitment, which is celebrating its 30th anniversary this year. For a recruitment partner that is passionate about connecting the right people, contact:
T:01284 765700
E:ryan@compasspoint.co.uk
Or visitwww.compasspoint.co.uk
Published in UK Director Magazines Autumn 2025By Rebecca Thurlow, Compass Point Recruitment