About National Workforce Solutions Provider
the workforce solutions provider is one of Australia's largest integrated workforce solutions and facilities management providers, with operations spanning staffing, maintenance, painting, and asset management services across both the private and public sectors. The company employs thousands of field workers and service personnel and holds contracts with some of Australia's largest infrastructure operators, resource companies, and government entities. the workforce solutions provider's scale and multi-service capability position it as a genuine enterprise workforce partner — distinct from trade-specific subcontractors and single-service staffing firms.
The Australian enterprise workforce and facilities management market is a complex procurement environment dominated by multi-year, high-value contracts awarded through formal tender processes. ASX-200 companies and major infrastructure operators procure workforce and facilities services through structured RFP cycles that often run 12 to 24 months from internal scoping to contract award. In this environment, brand recognition, relationship depth, and demonstrated relevant case studies are the primary determinants of whether a provider is included in the evaluation at all — making pre-tender relationship building a structural commercial advantage.
the workforce solutions provider's business development model was entirely reactive — dependent on tender notifications, referrals, and the relationship networks of a small number of senior account directors. The company had no systematic mechanism to identify and engage enterprise procurement contacts before tender windows opened, meaning the workforce solutions provider frequently entered competitive processes as an unknown quantity, evaluated primarily on price rather than demonstrated fit. A proactive, structured outbound function was required to build pre-tender relationships at scale with ASX-200 procurement and facilities decision-makers.
Executive Summary
LVRA built the workforce solutions provider's first embedded SDR function from scratch, delivering 74 qualified enterprise meetings with ASX-200 procurement and facilities contacts within 12 months. The programme identified $8.2 million in pipeline opportunities tracked in Salesforce CRM, closed $1.4 million in new contracts in year one, and added 19 net-new corporate logos with no prior the workforce solutions provider relationship — at a cost-per-meeting 61% lower than the company's conference and trade event pipeline.
What needed
to change.
the workforce solutions provider's business development was entirely reactive — they waited for tenders to be published and for inbound referrals to arrive. No proactive outbound mechanism existed to engage enterprise clients before procurement opened.
Without early-stage relationship building, the workforce solutions provider was always entering RFP processes as an unknown quantity, competing on price rather than demonstrated fit.
The business needed a systematic way to reach ASX-200 procurement managers and facilities decision-makers before tenders were released — when differentiation and relationship building were still possible.
How we built the solution.
Every LVRA engagement runs through four structured phases — each one feeding the next.
Discovery & Audit
Phase 01
LVRA conducted a comprehensive audit of the workforce solutions provider's existing business development process, mapping the tender identification workflow, account director territory allocations, and the tools and systems used to track pipeline opportunities. The audit confirmed that no CRM-based pipeline tracking existed for early-stage opportunities and that all prospect contact was managed through individual account director relationships without a centralised system or handoff protocol.
The ICP exercise defined the enterprise buyer personas most likely to be engaged through a proactive outbound programme. Three distinct decision-maker types were identified as primary targets: procurement managers responsible for vendor qualification and RFP process management, facilities management directors accountable for operational continuity and SLA compliance, and CFOs with direct involvement in large workforce contract renewals and compliance risk management.
We reviewed the workforce solutions provider's existing case study library, service capability documentation, and contract references to identify the proof assets most likely to resonate with each buyer persona in an outbound context. The audit revealed a significant gap between the quality of the workforce solutions provider's actual service delivery record and the visibility of that record in any digitally accessible format — establishing content development as a critical parallel workstream to the outbound programme build.
Market Intelligence
Phase 02
LVRA conducted a detailed mapping of ASX-200 companies across the workforce solutions provider's target service sectors — mining, construction, infrastructure, and large-scale commercial property — identifying the organisations most likely to have active or upcoming workforce and facilities procurement requirements. Companies were prioritised by sector, employee headcount, infrastructure footprint, and the publicly available contract renewal and capital expenditure signals that indicated near-term procurement activity.
Competitor intelligence was gathered on Broadspectrum, Spotless, and the major trade-specific workforce providers competing for similar enterprise contracts. Analysis of their public procurement relationships, LinkedIn presence among target ASX-200 buyers, and content strategies provided a clear picture of the competitive positioning gaps that the workforce solutions provider's outreach could exploit — particularly in the area of integrated multi-service capability versus single-service alternatives.
We reviewed publicly available ASX procurement disclosures, infrastructure project announcements, and industry association data to identify the enterprise organisations most likely to have workforce and facilities requirements entering the market within the next 12 to 24 months. This forward-looking pipeline intelligence shaped both the prospect prioritisation framework and the timing of outreach sequences to align with the decision windows most receptive to pre-tender relationship building.
Strategy Design
Phase 03
The revenue architecture for the workforce solutions provider was built around a fully embedded SDR function, operating within the workforce solutions provider's commercial team and integrated into their Salesforce CRM from day one. A 1,200+ contact prospect database was built covering ASX-200 procurement managers, facilities directors, and CFOs across target sectors. The SDR function was designed to own all outreach, qualification, and meeting scheduling, with handoff to the workforce solutions provider's senior account directors at the confirmed-meeting stage.
Three distinct messaging frameworks were developed for each buyer persona — procurement, operations, and finance — each built around the specific commercial concern most relevant to that role in the workforce and facilities procurement process. Procurement messaging led with compliance track record and SLA reliability data. Operations messaging emphasised field team responsiveness, safety performance, and contract flexibility. Finance messaging focused on total cost of workforce management and compliance risk reduction.
The outreach programme combined LinkedIn connection and message sequences with cold email cadences, supported by a case study content programme that gave the SDR team proof assets to deploy throughout the engagement sequence. The Salesforce integration was designed to attribute all pipeline value to specific outreach touchpoints, creating a defensible commercial reporting structure that could demonstrate programme ROI to leadership on a monthly basis.
Launch & Optimise
Phase 04
The SDR programme launched with an initial outreach cohort of 380 ASX-200 contacts across mining, infrastructure, and commercial property sectors. LinkedIn and cold email outreach ran simultaneously, with weekly performance reviews examining acceptance rates, reply rates, and positive response quality against the ICP criteria defined in discovery. Within the first eight weeks, qualified meeting volume confirmed the programme's viability at a cost-per-meeting significantly below the workforce solutions provider's trade event benchmark.
Messaging refinement occurred in weekly sprints throughout the first six months, with persona-specific content variants tested across procurement, facilities, and finance audiences. ASX-200 case study references were introduced into message sequencing from week four and immediately improved reply rates among procurement manager recipients — validating the intelligence finding that peer social proof was the highest-converting asset in this audience's decision environment.
By month twelve, 74 qualified enterprise meetings had been delivered, with $8.2 million in pipeline opportunity tracked across Salesforce CRM and three contracts closed totalling $1.4 million in year-one revenue. The programme's cost-per-meeting came in 61% below the workforce solutions provider's conference and trade event pipeline benchmark, establishing outbound as the primary new logo acquisition channel.
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How it was built, channel by channel.
SDR Function Build & Salesforce Integration
LVRA built the workforce solutions provider's SDR function from the ground up — establishing the outreach technology stack, CRM pipeline architecture, contact database, and SDR operational playbook before a single message was sent. Salesforce was configured with a new pipeline stage taxonomy specifically designed for pre-tender enterprise opportunities, allowing early-stage outbound meetings to be tracked, attributed, and progressed through the commercial pipeline with full leadership visibility from launch.
The SDR team was trained on the workforce solutions provider's service lines, safety record, major reference contracts, and the regulatory and compliance requirements most relevant to each target sector. This domain preparation ensured that all prospect-facing communication carried the commercial and technical credibility required to engage ASX-200 procurement and facilities contacts without being dismissed as generic outsourced outreach.
ASX-200 Prospect Database & Persona Segmentation
A 1,200+ contact database was built targeting ASX-200 companies across mining, infrastructure, construction, and commercial property sectors. Each contact record was enriched with role, seniority, company size, sector classification, and a procurement relevance score based on publicly available signals including infrastructure project announcements, contract renewal disclosures, and ASX capital expenditure guidance. Three contact records were targeted per company where possible — procurement, facilities, and finance — to maximise coverage of the internal buying group.
Segmentation into sector cohorts allowed LVRA to develop sector-specific case study references and messaging variants for each outreach sequence. Mining and resource sector contacts received messaging referencing the workforce solutions provider's experience in shutdown and maintenance workforce management. Infrastructure and construction contacts received messaging emphasising field team safety performance and multi-trade capability at project scale.
Persona-Specific Multi-Channel Outreach
Three distinct outreach sequences were developed for procurement managers, facilities directors, and CFOs — each with separate LinkedIn and email variants, case study references, and value proposition framing tailored to the specific commercial concern of that role. Procurement manager sequences led with compliance credentials and SLA performance data. Facilities director sequences emphasised operational responsiveness and multi-service integration. CFO sequences led with total cost of workforce management and risk reduction framing.
ASX-200 reference accounts were incorporated into outreach messaging from week four of the programme, with named peer company references used where contractually permissible to establish social proof in a buyer audience that responds primarily to demonstrated experience with comparable organisations. Reference introduction materially improved reply rates across all three persona segments and reduced the number of touchpoints required to progress prospects to a confirmed meeting.
Pipeline Attribution & Commercial Reporting
Monthly pipeline reporting was delivered to the workforce solutions provider's commercial leadership team covering total active opportunities by stage, cost-per-meeting by channel and sector, and contract value progression through the Salesforce pipeline. Attribution was maintained at the individual outreach touchpoint level, allowing leadership to understand which message variants, case study references, and prospect segments were generating the highest-quality pipeline opportunities.
A quarterly business review framework was established to compare outbound programme performance against trade event and referral pipeline on a cost-per-qualified-meeting and cost-per-contract basis. The 61% cost-per-meeting advantage of outbound over events was documented and presented at the end of month six, providing the commercial justification for programme continuation.
3 pillars. One integrated system.
Each strategic pillar was designed to feed the next — creating compounding returns across every channel activated.
The numbers
that matter.
Every metric comes from verified campaign data — attributable to specific strategic decisions made during this engagement. No projections. No vanity numbers.
What this engagement taught us.
These principles carry forward into every engagement that follows — applicable well beyond National Workforce Solutions Provider's specific context.
Industry
Workforce Solutions
Market
Australia
Duration
Ongoing engagement
Reactive pipelines cannot scale beyond a founder's network.
When business development depends on relationships and referrals, the pipeline ceiling is the network size of the people doing the selling. An outbound function lifts that ceiling permanently.
CRM integration is the difference between leads and pipeline.
Outbound meetings that are not integrated into CRM from day one create a reporting gap that makes the programme invisible to leadership. Salesforce integration from the start meant pipeline was tracked, attributed, and defensible.
Cost-per-meeting through outbound beats trade shows by 61%.
Industry events feel productive because they generate activity. But when you calculate cost-per-qualified-meeting, proactive digital outbound consistently outperforms event-based pipeline by significant margins.
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