Revenue moves without anyone selling anything.
PEO, EOR, benefits brokerage, fractional HR, outsourced payroll — the pricing is per employee per month, so a client who hires forty people grows the account and a client who runs a layoff shrinks it. Neither event is a deal. Neither appears in a pipeline. Together they decide the year more than new business does.
The pipeline is really a calendar.
Nobody replaces a PEO in July because a rep followed up twice. They move at a plan year, a carrier renewal, a January effective date or the month after an acquisition. A pipeline sorted by an expected close date somebody typed in is forecasting a guess, when the real date was already sitting in the client's plan documents.
Headcount is the forecast.
HR consulting — PEPM and renewalA book of business that reports itself.
Headcount as the revenue driver
Covered employee counts from ADP, Paychex, Rippling, Gusto or the benefits administration platform synced onto the account every month. Revenue is forecast from the count that is true today, not from a contract value that stopped being true in month two.
Renewal dates run the pipeline
Plan year, carrier renewal and contract anniversary held as dated fields that open the opportunity months ahead, with broker of record letter, census request, quote turnaround and decision as stages. The calendar generates the pipeline instead of the other way round.
Open enrolment as a project
Every client's enrolment window as a work pipeline with an owner and a date per step: census received, plans built, communications out, elections closed, carrier feeds reconciled. The busiest ten weeks of the year stop running on somebody's memory.
Census data handled correctly
Census files carry names, dates of birth, salaries and dependants. They live in a governed store with least-privilege access, a retention schedule and an audit trail, and they are never loaded into the marketing database because someone wanted a segment.
Multi-state and multi-country, before the sale
Where a prospect actually employs people modelled on the account: state registrations, entity versus employer of record, and which of those you can serve today. The deal is scoped against delivery reality rather than discovered in implementation.
Commissions reconciled to the client
Carrier and vendor statements matched back to the client, the policy and the month, so revenue per account is a fact on the record instead of a spreadsheet that only one person can open.
Service team first, pipeline second.
Two weeks with the service team
Where a client request arrives, who answers it, and what gets re-keyed between the CRM, the HRIS and the benefits platform. The service load is the business; the pipeline is downstream of it.
Define the client
The entity, the plan, the worksite employees and the buyer are four different records people call the client. Settling that before a property is created is what makes revenue per account calculable later.
Build to the HRIS boundary
Counts, statuses and renewal dates read in on a schedule; employee-level data stays where it belongs. The integration contract names every field, its direction and its retention, and it is written before it is built.
Hand it to the service team
Training for account managers and benefits consultants, a renewal calendar they run their weekly meeting from, and a quarter beside them through one open enrolment.
The CRM becomes a shadow HRIS.
Somebody imports a census just to look at it, and now dependants, salary bands and dates of birth for other companies' employees sit in a system half your staff can search and your marketing tools can reach. Those people are your client's employees, not your contacts. The CRM tracks the relationship, the plan and the count; the HRIS holds the people, and the data processing agreement you signed assumes exactly that.
Show us next January's renewals.
Tell us what you are running
What the system does today, where it breaks, and when it has to work. An engineer reads it — you get an answer inside one business day, not a sequence.