Diversification: Smart Growth or Risky Move?

At our recent APSCo Disrupt event, the big question was clear: is diversification the golden ticket to growth, or a gamble in today’s uncertain market? 

Here are some of our key takeaways – discover more insights by accessing the full report.

APSCo members - download the full Disrupt report here.

Resilience is important 

Recruitment firms that thrive in downturns aren’t just lucky - they build resilience. That means balancing perm with contract, private with public, and strengthening long-term client relationships.  

“Some of us didn’t make it, but some did, and here we are, but fundamentally, what makes it possible for some of those businesses to survive and even prosper while others didn’t?” - Jacky Carter, The Satori Partnership 

Smart wins over a scattergun approach 

Diversification isn’t about chasing every new trend. The winners are drilling deeper into niches, using customer feedback, and spotting “white space” opportunities within existing accounts. 

“Diversification is not just about adding extra services. It’s about structured options and getting balance.” - Steve Carter, The Satori Partnership 

Leadership makes or breaks it 

Strategy is one thing - execution is everything. Leaders need clarity on why they’re diversifying (resilience, growth, risk mitigation?) and whether to build or buy. Alignment across vision, resources, and teams is non-negotiable. 

“The leadership team that you have are the ones that will drive a business forward, and you need to trust in them and their capabilities” - Jacky Carter, The Satori Partnership 

Carefully consider global expansion 

Expanding abroad may look attractive, but success doesn’t simply translate. Cultural fit, regulation, and competition must be factored in - otherwise, it’s a fast track to failure. 

Future-proofing starts now 

AI, data, and automation are reshaping recruitment, but the human touch remains irreplaceable. The next wave of success will come from combining operational efficiency with genuine, trust-based client relationships. 

“For us, innovation is the adoption of technology that can help us be more efficient. If we can give an hour back a day to our consultants, that’s five hours of time they could be on the phone or meeting clients” - Nicholas Barton, The Barton Partnership 

What will the recruitment market look like by 2030? 

By 2030, the recruitment sector will be fundamentally transformed. What will set successful organisations apart is the irreplaceable human element - deep relationships, trust, and the ability to understand a business’s unique nuances. These qualities won’t just remain important - they’ll become even more essential and valuable in the years ahead. 

Case study examples, featuring our expert panel: 

• La Fosse developed a successful entry-level talent programme that trains and deploys individuals - often from diverse and low socio-economic backgrounds.  

• Jameson Legal strategically diversified by expanding beyond traditional legal recruitment to embrace legal technology. 

• The Barton Partnership has grown by staying true to its niche while strategically expanding across sectors, geographies, and service lines. 
  

The bottom line? Diversification isn’t optional - but it must be structured, deliberate, and client-driven. Done right, it’s the route to a stronger, future-proof recruitment business.  

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