Insights from Mark Roberts, CEO, TechServe Alliance
5% – 40% growth for 2025—quite the range, isn’t it?
Is this my way of hedging my bets, like covering all the numbers on a roulette wheel? While I enjoy being accurate, this range reflects the projections shared by CEOs and executives of IT and engineering staffing firms during recent TechServe Alliance virtual roundtables.
So, what’s driving this wide variation?
Growth projections often blend company-specific circumstances with entrepreneurial optimism. However, the disparity in responses also reveals differing intents and applications for these forecasts.
Here are some key factors shaping these projections:
-
- Anchoring to a Prior High Point
Firms rebounding from periods of underperformance often aim to recover lost ground. Their growth forecasts are typically anchored to a past peak, serving as a psychological benchmark.
- Anchoring to a Prior High Point
-
- Justifying Recent Investments
Companies that have recently expanded sales teams or made significant investments often align their growth targets with these efforts. Ambitious projections can validate resource allocation and provide justification for themselves or others.
- Justifying Recent Investments
-
- Motivating the Team
For some, aggressive growth goals are a motivational tool. Leaders set high expectations to drive focus, inspire effort, and foster a shared sense of mission throughout the organization.
- Motivating the Team
-
- Client Insights & Trend Analysis
Other executives rely on a data-driven approach, surveying clients about anticipated demand around upcoming projects. By combining client input with historical trends, these leaders craft projections grounded in their assessment of market realities.
- Client Insights & Trend Analysis
What about you?
How do you approach growth projections for your firm? Are they a rallying cry for your team, an exercise in strategic planning, or simply a reflection of market conditions?
What is your forecast for 2025?