Cary T. Daniel
Co-Founder and CEO, Nextaff
I’ve seen too many staffing businesses chase revenue when gross margin should be your true growth measurement. Until you can say with confidence, "We are the No. 1 [niche] staffing provider in [city]," I would not consider expansion into another vertical or city. I would consider an acquisition, if you can make that statement and want to expand into another vertical, or if it helps you achieve becoming the dominant player in your city.
Kyle Decker
Owner and CEO, Riley Decker Co.
Good growth is about delivering the right solutions consistently, improving client outcomes, and maintaining high retention for both associates and clients. Firms should prioritize strategic partnerships, invest in scalable technology, and ensure growth strengthens culture rather than strains it. Deciding between acquisition, expansion, or organic scaling comes down to alignment: Does the opportunity enhance our ability to deliver quality, deepen relationships, and sustain performance across markets? Good growth happens when performance, people, and purpose grow together—not at the expense of each other.
Beth Garvey
Founder and CEO, BG Strategic Partners
Good growth begins with an honest assessment of infrastructure and leadership strength. If the foundation isn’t solid, any path (acquisition, expansion, or organic scaling) is vulnerable. Not all revenue is equal; growth should strengthen culture, client outcomes, and long-term enterprise value. Acquisition is right when it accelerates strategic capability and can be integrated with discipline, while organic growth often preserves the culture and execution consistency that drive performance. Ultimately, sustainable growth requires clarity of strategy, leadership alignment, and a commitment to protecting the culture that creates enduring value. It all begins with an honest look inward.
Mark Hampton
COO, ProJob Family of Cos.
To me, the critical factors when looking at organic growth are 1) Is the growth improving margin or compressing it? and 2) Are we adding high-value clients or just adding volume? Top line is not always best for bottom line. Then when considering an acquisition for growth, we try to look at these factors: Does it strengthen our positioning or distract from it? Will it deepen existing client relationships or pull us in a new direction? Going in a new direction and adding a broader offering can be positive, but having personnel with the right knowledge and the systems needed to support the new offering are critical.
Mark D. Zacha
Associate, R.A. Cohen Consulting
Good growth involves acquiring new customers or cross-selling to existing ones to achieve organic scaling. When you feel you’ve done your best but still aren’t reaching your goals, it might be time to invest in acquisitions or expansion. I believe acquisitions are less risky than expansion. Many successful staffing firms founded in the 1990s and early 2000s lack successors, and if you have cash available, it could be a good time to pursue acquisitions. Acquiring another business brings fresh talent to your operation, and hopefully some strategic customers. Many acquisitions are structured so that the buyer can pay over 12 to 36 months. Sellers appreciate guarantees and might accept a lower price for a mostly cash offer.
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