Diane Prince

The more useful comparison is gross profit per account, alongside whether revenue recurs or must be earned again for each search. She also notes that the figures vary by niche and are estimates derived from fee and markup data, not a published account-level benchmark.

In one comparison, she puts direct-hire accounts at roughly $20,000–$50,000 a year and staffing accounts at $150,000–$500,000 in revenue but about $35,000–$125,000 in gross profit.

• In another post, she reports that Henis Group founder Dawson Henis said temp had become bigger than perm and monthly revenue doubled in six months after the firm launched temp.
• That result is Henis’s reported experience, not an independently verified benchmark.

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She recommends showing a skeptical team how the work operates before asking them to embrace a broad strategy change.

Her advice to a retained-search owner was to bring the team one contract order to fill rather than announce a move into staffing. A live order, she argues, gives the team a chance to see the work and its recurring billing firsthand.

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She applies a similar diagnostic approach to hiring: delegation helps when administrative work is taking time away from business development, but it will not solve avoidance. Her test is to track how the owner’s time is actually spent.

Asked about the 360 model, Diane says she is stronger at sales and prefers to bring in clients while others recruit, though she wants the option to recruit for her own roles. On hiring an account coordinator, she distinguishes between freeing time for business development and using a new hire as a place to hide from it.

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For candidate marketing emails, she treats the message as a sales asset, not a résumé: show why a client should care, support the claim with proof, and keep the message concise. She warns against unsupported achievements and descriptions that focus on tools or traits instead of results.

Her suggested MPC email structure is subject line, preview text, hook, three to five accomplishment bullets, positioning statement, and call to action. One example contrasts generic descriptions such as “strong communication skills” with a specific result: sourcing that led to three extra placements and $62,000 in three months.

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The post compares them side by side, so a newcomer can see why revenue and profit tell different stories.

Diane Prince puts the question of which client type pays better to an AI assistant and then works through the answer in public.

• Direct-hire recruiting accounts are placed at roughly $20,000–$50,000 a year, with a small number of repeat clients worth $75,000–$150,000 or more.
• Temp and contract staffing accounts run $150,000–$500,000 in revenue but only about $35,000–$125,000 in gross profit, because agencies bill the worker's full wage plus a markup.
• The post argues the fair comparison is gross profit per account rather than revenue, and notes that staffing income recurs weekly while recruiting income has to be re-earned with every search.
• The ranges are described as derived from fee and markup data, not from a published per-account benchmark, and as moving a lot by niche such as IT or healthcare.

For brands planning a campaign

For a recruiting software or operations vendor, this is the shape of a comparison-led collaboration: a model built from fee and markup assumptions rather than a survey. A brand supplying real benchmark data, or clearly labelling modelled ranges as such, fits what this audience is already reading.

Useful if the collaboration is about recruiter enablement, candidate marketing, or email tooling.

Diane Prince lays out a formula — subject line, preview text, hook, three to five accomplishment bullets, positioning statement, call to action — and insists the message is a sales asset, not a resume.

• The guidance is to lead with proof and outcomes: money made, money saved, time reduced, placements delivered.
• Three questions drive the highlights: how did the candidate make a company money, save it money, or improve a process?
• Worked examples use specific figures, including one where paid ads went from $2,400 a month for 6 prospects to $125 a week for 26 prospects.
• The post also lists weak highlights such as 'full-cycle recruiting' and 'strong communication skills', and common mistakes including overstated achievements and focusing on tools instead of results.

For brands planning a campaign

This is ready-made structure for a template, checklist, or short workshop asset. Any brand republishing the examples should treat the figures as illustrative recruiter submissions, not verified outcomes.

It gives a newcomer the distinction Diane Prince uses instead of a generic 'hire to grow' answer.

A recruiting agency owner asks whether to hire an account coordinator to free up time for business development.

• Diane Prince reframes the question: first decide whether business development is 'iconic work' — the relationships, trust, and conversations only the owner can have.
• If it is, the hire is essential, because every hour spent on status updates and start dates is an hour not spent growing the business.
• But if the owner is avoiding business development, a hire will not fix that: 'A hire doesn't fix an avoidance problem.
• It just gives you a new place to hide.' The practical step is to track where hours actually go before posting the job.

For brands planning a campaign

A scheduling, CRM, or back-office vendor could build content around the hour-tracking exercise rather than the hire itself. The framing also suits a diagnostic tool: is your constraint capacity or avoidance?

Diane Prince asks recruiting owners what holds them back from doing contract staffing and reports the top three answers: too complicated, cannot afford payroll, and do not know how to do it.

• The post then asks whether solving all three would change the answer, and pairs the question with a client result.
• Dawson Henis, founder of Henis Group, is quoted saying temp is now bigger than perm and that they doubled monthly revenue in six months after launching temp, following three and a half years of business.

For brands planning a campaign

An objection-handling series mapped to those three answers — process complexity, payroll funding, and know-how — fits an audience that has already stated its blockers. The quoted client result is a testimonial Diane Prince relays, not an independently verified figure.

A newcomer can read this to understand how Diane Prince thinks about roles inside an agency.

Asked whether the 360 recruitment model was used when scaling the staffing company Diane Prince sold, the answer is yes — but with strengths in mind: let recruiters sell and let salespeople recruit, and do not force people to grind at the half of the desk they are bad at and dislike.

• Diane Prince says they are better at sales than recruiting and would rather bring in clients while others work the roles, while keeping the option to recruit personally.
• The post notes that 'unicorns' who are great at both exist, and says to keep them happy.

For brands planning a campaign

A recruiting software vendor could frame role design and permissions — who owns the client, who owns the candidate — around this strengths argument. It also signals that Diane Prince has operated as well as advised, though the details of the sale rest on this post alone.

A retained search agency owner doing about $2 million worries the team would revolt at the mention of staffing because of the stereotypes attached to it: high stress, never stops, high volume.

• Diane Prince's reply is not to make an announcement but to bring the team one contract order to fill, so they see the value before debating the idea.
• The post argues this builds proof of concept instead of asking people to buy into an abstract strategy, and predicts the team will come to like not having months with zero revenue.

For brands planning a campaign

For a back-office, payroll, or compliance vendor, the collaboration angle is adoption rather than argument: starter orders, pilot playbooks, and materials aimed at skeptical delivery teams.

Useful as a tone reference when planning any sales-facing collaboration.

A brief post about a Zoom call that went straight into a pitch. Diane Prince says the approach is more stressful for the salesperson and irritating to the prospect, and states the rule directly: ask relevant questions, then stop talking.

For brands planning a campaign

A conversation-intelligence or enablement brand could build short-form content on question-led discovery. The post's language is blunt, so a collaboration is better off matching that tone than softening it.

Read this to understand what Caya is and who it serves.

A weekly placements list covering a bookkeeper for a US sales training and coaching business, candidate sourcing and recruiting operations for a US tech recruiting agency, revenue and marketing operations support for a US dental practice coaching company, and a CRM and marketing systems specialist promoted from part-time to full-time for a US medical practice. The post states the vision behind Caya — making entrepreneurship easier for anyone who wants to build a business — and credits co-founder Wanna Cancio with the goal of providing life-changing work for Filipino talent.

For brands planning a campaign

Caya is the business the advisory content sits alongside, so a collaboration could reach two audiences at once: recruiting agency owners and small US businesses already using offshore support. Placement listings are the natural proof format here.

A direct-hire account is worth roughly $20K–$50K a year in placement fees, which are nearly all margin; a temp or contract account shows $150K–$500K in revenue but only about $35K–$125K in gross profit once pay rate and markup are accounted for.

• The argument is that the fair comparison is gross profit per account, not revenue, and that staffing accounts are stickier because they bill recurring hours while recruiting revenue has to be re-earned with every search.
• She is explicit that the ranges are derived from fee and markup data rather than a published per-account benchmark, and that niche matters — IT and healthcare contract desks run far higher per head than light industrial.

Opens by putting a question to an AI model in the post itself, then presents the model's answer as a structured comparison and closes by asking readers which client type they would rather have and why.

For brands planning a campaign

A useful hook for a recruiting or staffing software vendor building content on revenue mix: the post frames the business case in gross-profit terms rather than top-line billings, which is the harder argument agency owners push back on.

Examples: Source 1

She backs the argument with a quoted customer outcome from Dawson Henis of Henis Group, who reports temp growing bigger than perm and monthly revenue doubling in six months after three and a half years in business. A separate post advises a $2M retained search owner to bring the team a single contract order rather than announcing a strategy shift, because the resistance is perceptual and a live order proves the value without asking the team to buy into an abstract plan.

Uses repeated owner objections as the structure, answers with a proof point or a concrete first step, and recommends building proof of concept before scaling.

For brands planning a campaign

The objection list is a ready-made content map for a vendor selling contract-staffing tools: complexity, payroll financing and know-how are the three doors the audience walks through, and Diane already speaks to each.

Examples: Source 1 · Source 2

She describes herself as stronger at sales and prefers to bring in clients while others recruit for her roles, while keeping the option to recruit her own candidates. On an owner asking whether to hire an account coordinator to free up time for business development, she reframes the question: if BD is the owner's "iconic work" — the relationships and conversations only they can have — the coordinator is essential; if the owner is avoiding BD instead, a hire just gives them a new place to hide, and they should first track where their hours actually go.

Answers specific owner questions in a question-and-answer format, distinguishes two situations that look identical from the outside, and ends with a diagnostic action (track your hours).

For brands planning a campaign

Strong material for a vendor targeting agency owners on team design and productivity: the posts give a buyer-education angle on role specialization and on when hiring is a fix versus a form of avoidance.

Examples: Source 1 · Source 2

On sales calls, Diane calls going straight into a pitch annoying and more stressful for the salesperson than the prospect, with the advice to ask relevant questions and then stop talking.

• On the candidate marketing email, she treats it as a sales asset rather than a resume: lead with proof and numbers, not years of experience, and structure it as subject line, preview text, hook, three to five accomplishment bullets, positioning statement and call to action.
• She offers worked examples with dollar figures — one candidate collecting $20K in lost revenue in a first month, another whose sourcing led to three extra placements and $62K in three months — alongside a short quality checklist and common mistakes such as overstating achievements or focusing on tools instead of results.

Uses before-and-after examples, a named formula, and a checklist format; both posts end by inviting readers to add their own tips.

For brands planning a campaign

Directly useful for a vendor whose audience produces candidate submissions or runs outbound: the email post is essentially an editorial brief on proof-first writing that a content collaboration could extend with templates or benchmarks.

Examples: Source 1 · Source 2

The posts pair the placements with the stated visions of Diane and co-founder Wanna Cancio: making entrepreneurship easier for anyone building a business, and providing life-changing work for Filipino talent.

This is the clearest commercial thread in the material — it promotes Diane's own business and hiring model rather than third-party advice.

For brands planning a campaign

A vendor evaluating Diane for partnership should separate the advisory content from the Caya offering: the placements show a working offshore hiring operation, which is a different proposition from agency-growth advice and should not be blended into a single campaign ask.

Examples: Source 1

The post lists recent Caya placements and states the co-founders' visions for entrepreneurship and life-changing work for Filipino talent.

View example

Same industry audience and the same practical, no-hype tone as Diane's posts, and both treat marketing as a repeatable system rather than a one-off campaign.

Harmon's work reaches readers through a podcast and interview format, with a guest carrying much of the expertise and company news built into the show. Diane answers owner questions directly in her own posts and stays on agency economics and operating choices rather than buyer discovery.

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Like Diane, treats marketing and selling inside a recruiting business as proof-driven work that has to earn attention.

Jones approaches the audience from a content-marketing producer's seat, drawing on a recruiting SaaS and podcast background and offering fractional content services. Diane writes from an operator's angle about staffing models, team roles and candidate marketing materials.

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That is the same economics-first argument Diane makes for agency owners, applied from the opposite side of the transaction.

Hernandez writes from the buyer side of education hiring, addressing schools and multi-academy trusts about teacher recruitment and policy change. Diane addresses the owners of recruiting and staffing agencies deciding how to price and shape their own service lines.

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The retained material is show promotion for a recruiting podcast that has moved from The Full Desk Experience to Recruiting Evolution, plus a clip episode: the launch episode under the new name has a named industry guest talking about how firms use AI in sales and marketing, and a campaign that reclaimed $1.1 million in revenue; the companion clip argues that buyers now ask AI tools who to trust before they ever speak to a sales team, so being found in Google and AI answers matters. For the same buyer task — getting a recruiting-software vendor's point of view in front of agency owners and operators — this format suits a vendor that can supply a spokesperson, benchmark data, or a guest expert and wants episodic audio or video content with named guests, not just a written post.

The tradeoff runs the other way on subject depth.

• The available posts are promotional and topical, built around AI adoption and buyer-discovery behaviour, where Diane Prince's material is operating detail an owner can act on: perm-versus-contract account economics on a gross-profit basis, the three objections to launching temp, whether the 360 desk should be split by strength, and how to introduce contract staffing with one order instead of an announcement.
• A vendor whose offer is payroll funding, timesheet, compliance, or back-office tooling gets less room to show a concrete mechanism inside a general AI-and-marketing conversation, and the format is a hosted show rather than written analysis a reader can work through and reuse.

Examples: Source 1 · Source 2

The retained posts describe 3.5 years as head of content at a recruiting SaaS company, co-creating and producing The Full Desk Experience podcast with Kortney Harmon, and report a 50% reduction in customer acquisition cost and a 400% increase in annual contract value from a content engine built from scratch; the posts offer fractional, retainer-based content work with no long-term commitment. For the same buyer task — reaching recruiting agency owners with a vendor point of view — this is the better choice when the deliverable is the engine itself: articles, podcast production, supporting assets, and repeatable systems, especially for a vendor that wants to publish its own point of view about the buyers rather than borrow an existing operator's audience.

The subject of the retained material is content marketing and owned media, not recruiting-agency economics or operating models, so a collaboration would need the vendor to supply the topic brief and the practitioner substance rather than starting from a question the audience already put to the creator.

• The evidence is two posts, no performance data or audience figures are attached, and the posts describe an availability and prior results rather than a named paid engagement with a specific brand.
• Treat it as a content-production capability to vet directly, not as a documented, priced partnership channel.

Examples: Source 1 · Source 2

The retained posts address UK teacher recruitment directly: a shrinking pipeline of new teachers, rising expectations, wellbeing-driven exits, and geographic gaps, alongside an argument that schools pay 20% or more of a teacher's salary in agency fees — often £8,000–£10,000 or more per hire — and should invest in direct recruitment, smarter workforce planning, and policy change instead. For the same buyer task reframed to education-sector hiring, this speaks to the actual decision those employers make, and it suits a vendor selling to schools or trusts on reducing agency dependence.

It is a different buyer with a different, partly opposing problem.

• Where Diane Prince's audience is agency owners deciding how to run and grow a staffing business, Tino Hernandez's posts speak to the organisations paying agency fees and wanting to cut their reliance on them, so the material is at odds with the agency-side economics a staffing-software vendor sells into.
• The posts also date from December 2024 and March 2025, older than the other retained material, and cover two posts only.

Examples: Source 1 · Source 2