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Every founder of a recruitment business gets to the starting line via a slightly different route.
For some, the drive to build their own venture comes early in their careers, at the first (or only) agency they’ve worked at.
For others, it takes longer – the result of creating teams, brands and revenue streams as part of different career projects.
Whichever way founders reach the departure point, however, they tend to have a few things in common…

They’re creating their own success

Many recruiters who start their own firms have reached a point in their careers where they no longer feel that the company or brand they represent is the reason for their success.
This might not have been the case at the start, where the employer’s market position, database or brand recognition could have contributed strongly to their billings or their team growth.

But almost all start-ups are headed by founders who feel that – in their final spells in employment – their customers were buying from them (not the brand), or that what they’d built was thanks to their own hard work, not support from an internal team or manager.

Feeling that there’s no longer any reason to attribute success to an employer is a key turning-point in thinking about starting up.

Their learning curve has flattened

One valuable aspect of life as an employee is learning from the teams and individuals who are helping a company to grow.

For many would-be business owners, this is one of the key reasons they delay their jump into entrepreneurship, as they continue to build and develop their skill set within their job.

Others, however, have a different experience.

Their learning curve has either leveled off, or – if they do continue to build new skills – it’s as a result of their own efforts, and not from either structured training or from a mentor.

Once talented people realise that they’re only getting better because of their own initiative, the pull to invest that hard work in their own company gets stronger.

They want a bigger piece of (their) pie

Ultimately, many recruiters simply max out their compensation plans, or don’t have scope to achieve their financial goals within the frameworks of their jobs.

With the exception of a tiny fraction of the recruitment market, there’s usually a limit to the income any agency employee can expect to make – and even those with ‘uncapped’ plans can find that their pay structures change as they start to approach bigger and bigger earnings potential.

As such, they strike out on the path to true financial freedom, owning their own companies and channeling all their effort and energy into a venture they both earn from and own.

How does it work?