In recognition of International Women’s Day, women leaders across the tech staffing industry and TechServe member companies came together to share what it truly takes to build, lead, and scale a firm from the ground up. What emerged was not just a set of success stories, but a candid look at the realities of entrepreneurship—marked by resilience, hard decisions, and continuous evolution.

As Megan McCann, Founder & CEO of McCann Partners, and Vice President/President-Elect of TechServe Board of Directors, set the tone — the conversation was designed to be “honest, practical, and useful…not just inspirational, but useful.” That intention carried throughout, offering real insight into what separates those who take the leap from those who sustain and grow.

Taking the Leap Without a Perfect Plan

For many founders, the decision to start a company doesn’t come with certainty—it comes with conviction.

Marina Perla, Founder & CEO of Mojo Trek, launched her firm from a single coworking desk with a belief that “there was a better way to approach staff augmentation…to vet talent more thoughtfully, build processes rooted in transparency and quality.”

That leap wasn’t about having everything lined up. In fact, Perla admitted, “I did not start the company with any committed clients…[but] I had a lot of faith in my own ability to be successful.”

Similarly, Mirtes Lobaito, Founder & CEO of AGM Tech Solutions, took a different but equally bold path. After immigrating to the United States without speaking English or having a professional network, she built her career step by step before launching her company. Her motivation was clear: “Companies deserved more than transactional staffing. They needed a true partner.”

And for Sioux Logan, Founder & President of RedStream Technology, the decision came from experience. “I thought I could do it better,” said Logan. “I wanted to do it differently.”

Despite different journeys, the common thread is clear: Founders don’t wait for perfect conditions. They act on conviction and learn along the way.

The Reality of the First Year

If starting a company requires courage, the first year demands resilience.

Logan was candid about what surprised her most: “The first year is so lonely. It’s what nobody tells you about entrepreneurship.” She also noted how long it took to gain traction, adding, “I was unprepared for it to take twice as long as I thought it would to make my first placement.”

Lobaito highlighted a different challenge—the weight of responsibility. “You’re building a business and leading people are two different things,” she said. Early on, every decision had long-term implications, forcing her to think beyond short-term wins and focus on scalability.

For Perla, the biggest surprise came later but stemmed from early assumptions. “I underestimated…how difficult it is to scale a staffing business,” she said, reflecting on how growth requires far more than initial momentum.

Together, these experiences reveal a critical truth: the early days are less about rapid success and more about persistence through uncertainty.

Scaling Is Harder Than It Looks

Growth is often seen as the goal, but scaling is where complexity begins.

Perla described scaling as a humbling process, noting that building a sustainable business model requires strong sales leadership, operational discipline, and patience. “Having strong, consistent sales leadership and talent is absolutely critical,” she said.

Logan’s experience reinforced the importance of diversification. After early reliance on a small number of accounts, she learned that long-term sustainability depends on spreading risk. “One of the biggest risks that we run is account concentration,” she explained, emphasizing the need to expand across industries and clients.

Lobaito added that growth is driven by alignment with client needs. “Be a student of your industry,” she said. “Pay attention to what your clients are buying.” By staying closely connected to market demand, firms can evolve without losing relevance.

Scaling is not just about doing more. It is about building smarter, more resilient systems.

Evolving as a Leader

As companies grow, so must their leaders.

In the early days, Perla described herself as “extremely hands-on,” involved in nearly every decision. Over time, she realized that approach would limit growth. “If you want to build something that lasts, you have to bring the right people onto the bus,” she said.

Her role has since shifted from execution to strategy. Today, she focuses on setting direction, aligning the team, and making key decisions while empowering others to lead.

This evolution also requires letting go of control—something Perla admitted is still a work in progress. “The hardest thing for me to let go of…was control,” she said, adding that clarity around expectations and metrics helps maintain visibility without micromanagement.

Lobaito echoed the importance of leadership under pressure. “Resilience is not something that you talk about in theory,” she said. “It’s something that you experience in very real moments.” For her, leadership means staying focused and composed even when outcomes are uncertain.

Across each perspective, leadership is not static. It is a continuous process of growth, adaptation, and trust.

Redefining Leadership in a Changing Industry

While the staffing industry has historically been male-dominated, women founders are reshaping what leadership looks like.

Lobaito addressed common misconceptions directly. “One of the biggest [misconceptions] is that women build smaller or less ambitious companies,” she said. “In reality, many women founders are building incredibly strong businesses.”

She emphasized that relationship-driven, collaborative leadership styles are not weaknesses. They are competitive advantages. “The industry runs on trust, relationships, and reputation,” she noted.

McCann reinforced the importance of visibility and representation, highlighting how leaders today can create opportunities for those who follow. The more women step into leadership roles, the more the next generation can see what is possible.

Key Takeaways for Leaders

• Start before you feel ready. Confidence and conviction matter more than perfect conditions
• Expect the early days to be hard. Loneliness, slow traction, and uncertainty are part of the process
• Scaling requires structure. Strong sales talent, diversification, and operational discipline are critical
• Leadership must evolve. Moving from execution to strategy requires trust and letting go of control
• Stay close to the market. Understanding client needs is key to staying relevant
• Resilience is built through experience. The toughest moments often define long-term success

Building a staffing firm is not a linear journey. It is a continuous process of learning, adapting, and pushing forward even when the path is unclear. As these founders demonstrated, success is not defined by avoiding challenges but by navigating them with clarity, resilience, and purpose.

To watch the full webinar on The Founder’s Seat: Women Who Took the Leap and Built Their Own Firms, click here.