Hiring a Rainmaker? Bring an Umbrella.
We hear it from agency leaders all the time: “We thought we found the right person, but a year in, we were back to square one.”
According to our latest survey report (RSW/US 2025 Professional Services New Business Survey Report),
nearly 60% of internal new business hires at agencies don’t make it past two years.
And a bit more concerning?
35% don’t even last a full year.
One agency principal told us landing the right new business person felt like “a lucky strike every now and then.”
But it’s not just luck, there are clear patterns behind why so many of these hires don’t work out—and even clearer ways to avoid the same pitfalls.
Why Most Internal Hires Fall Short
There’s rarely a single cause when a new business hire doesn’t succeed. But some common red flags came up regularly in our research:
Many candidates have experience selling products—but not services, which require a different approach.
Agencies often set unrealistic expectations without offering real support.
Some hires are expected to build lists, develop messaging, and run outreach completely on their own.
Outreach is inconsistent or poorly targeted, which leads to missed opportunities and demoralization.
And unfortunately, some hires are simply set up to fail.
One respondent admitted, “We basically set it and forgot it.”
If You’re Hiring for New Business, Be Ruthlessly Specific
This isn’t a role you can afford to fill halfway.
If you’re planning to bring someone in-house to drive new business, here are four critical things to look for:
1) Services Experience Matters
Selling services is very different from selling a product.
You’re not offering something people can touch or trial—you’re selling ideas, outcomes, and trust.
Candidates without experience in the services space often underestimate how nuanced and consultative the process needs to be.
2) Job-Hoppers Can Raise Flags
While it’s true that sales professionals, especially in our industry, do move around more frequently, a pattern of short stints should be looked at carefully.
Building a new business pipeline takes time.
If a candidate hasn’t shown staying power, you risk hitting reset before they’ve had the chance to make an impact.
3) They Should Know How to Write Compelling Outreach
Have them craft a short email to a hypothetical prospect.
Can they make it specific, persuasive, and relevant?
Outreach is the front line of your new business effort—if they can’t clearly communicate your value proposition in writing, they may not be ready to represent your brand. (Granted, they don’t work there at this point, but even at this very early stage, they should be able to articulate your value prop.)
4) And They Should Ask Smart Questions—Lots of Them
Successful new business people are naturally curious.
They should want to understand your agency’s positioning, challenges, and goals.
If a candidate doesn’t come prepared with questions—or doesn’t follow up with more as the conversation unfolds—it could be a sign of a lack of interest or preparation.
Hiring the Right Person Is Only the First Step
Even the strongest hire will fall short without structure, support, and leadership involvement.
Don’t “set it and forget it.” Build regular check-ins into your process—weekly at first, then biweekly or monthly as things ramp up.
Stay accessible. Make it clear you’re available for input and collaboration, not just to review KPIs at the end of the quarter.
Foster a partnership. When leadership is engaged, new business efforts are more focused, consistent, and successful.
Final Thought
If hiring an internal new business director is the route you’re taking, be intentional at every step.
From vetting and interviewing to onboarding and supporting, success depends on far more than finding a good resume.
New business is hard—but it doesn’t have to be a coin toss.
