Q1 — Can you give me a brief overview of your sales motion at iFind Staffing?
Omar:
We’re a staffing agency, so our “product” is people, not a physical item. That makes the sales motion very different. We have to learn how to sell our service in a highly competitive market, especially here in Michigan. You can’t just go door to door; you have to do a lot of homework—who’s the GM, the HR manager, the plant manager? What do they care about? Where did they work before? That used to take us two or three days, sometimes even more, before we could get anything moving.

Q2 — How does your team divide responsibilities across different areas or industries?
Omar:
Different members of my team handle different sectors. Some focus on production facilities and warehousing, others handle the hotel industry. Sometimes someone doing great work in one hotel gets referred to another location within the same brand. When that happens, we do our homework and go from there.

Q3 — When you think about your go-to-market motion, how do you usually approach finding new business?
Omar:
‍We’re highly involved in the local community—especially the Hispanic community in Michigan. We sponsor churches, sports clubs, community events. That helps us stay close to what’s happening and where staffing needs might open up. Once you’re in an industry, it’s easier to stay in the loop. If a manager moves from one hotel to another, we hear about it. A lot of our new business comes from clients who love our service and recommend us.

Q4 — Before Evergrowth, how were you handling prospecting and preparation? What did that process look like?
Omar:
‍Time was our biggest constraint. It could take two or three days just to find the right contact. You’d call the front desk asking for the GM’s business card and hear, “We’ll have them reach out to you.” Even online, a lot of information is hidden—people really gatekeep their details. It was very time-consuming.

Q5 — What made the manual approach so difficult? Were you running into a lot of roadblocks?
Omar:
Yes. Even online it’s extremely hard to find information on people in our industry. Everything is behind gatekeepers. They keep their information as hidden as possible, so it was really difficult to get anywhere.

Q6 — You’ve called Evergrowth’s agents “digital interns.” How many do you have now?
Omar:
Before Evergrowth, we had zero AI agents. Everything was manual. Today we have about 27—qualification agents, research agents, persona finders like plant manager, GM, HR finders. It feels like we suddenly have a big team working with us.

Q7 — Before working with Evergrowth, did you have any AI agents or automation in your workflow?
Omar:
Zero. Nothing. Evergrowth was our first move into AI.

Q8 — What made Evergrowth stand out when you first encountered it at the summit in Boston?
Omar:
There were a lot of AI companies there, but nothing felt organic. Evergrowth did. It felt honest, customizable, like it could work the way we work. We’re not a corporate-feeling company—we treat people like people. Evergrowth did the same. They asked how we operate, looked at our CRM, and came back with a full Monday.com board built for us. They went above and beyond.

Q9 — With 27 agents supporting you now, does it feel like you suddenly have a much bigger team?
Omar:
Yes, significantly. Now that I see the number of agents working with us, it really feels like we have a bigger team behind us.

Q10 — When a client calls at 10 a.m. asking for a meeting at 3 p.m. the same day, how does Evergrowth help you handle that?
Omar:
This is my favorite part. Sometimes a client has a big fire to put out and wants a meeting immediately. Before Evergrowth, I would scramble or show up under-prepared. Now I just ask the agent to give me the homework on that person and company. Within minutes I get exactly what to discuss, what not to discuss, and the key context I need. I go to the meeting fully prepared.

Q11 — Before Evergrowth, would you have scrambled to prepare for those same-day meetings, or gone in under-prepared?
Omar:
Definitely under-prepared. It was really hard to compile any information. I had to rely a lot on intuition. Now I walk in with a real plan.

Q12 — Do buyers react differently now that you come in with such detailed preparation?
Omar:
Huge game changer. They get shocked. They’ve never been in a room where someone who doesn’t know them already knows the school they went to or the properties they managed. It creates a completely different impression.

Q13 — How does that level of homework help you handle unexpected questions in the meeting?
Omar:
If they throw you off with a question you weren’t expecting, you still know them. You know whether they want numbers, productivity, or quality. You’re more prepared for anything they throw at you. It gives you a significant advantage.

Q14 — When you’re preparing, is it more important to understand the person you’re meeting or the company they work for?
Omar:
Both. The company has its values and objectives, but people also move between roles every few years. Knowing the person helps you understand what they want; knowing the company helps you understand why they’re the ones making decisions. It’s 50/50.

Q15 — How does Evergrowth help you identify the real decision-maker when titles differ across facilities?
Omar:
Sometimes an agent gives me a plant manager or operations lead, but in reality the HR manager is the decision-maker. When that happens, I use Evergrowth’s Chrome extension on LinkedIn to pull up the right contact instantly, bring the info into Evergrowth, and rerun the homework. That pivot used to take hours. Now it takes minutes.

Q16 — If you initially target the wrong person, how does Evergrowth help you pivot quickly?
Omar:
It’s simple. I click the Chrome extension, select the real contact, and ask Evergrowth to run the same homework on the new person. I don’t lose any time.

Q17 — If you had to quantify it, how much time are you saving on research and prep now?
Omar:
Before, it could take two or three days to get enough information to even attempt a sale. Now the same research can take minutes or maybe an hour. And because we can research more accounts, we can identify 15–20 good targets in a week instead of 1–3.

Q18 — Does that increase in research capacity also expand how many accounts you can target each week?
Omar:
Absolutely. That can easily turn into 80–100 calls or touchpoints. We also disqualify bad-fit accounts faster, which means we focus our time where we’re most likely to win.

Q19 — Has there been a moment where you realized “This is exactly what I wanted Evergrowth to do”?
Omar:
Yes. When I start meetings by referencing something from their history—where they worked, what role they had—they get thrown back. It immediately shows I’ve done my homework. That’s when I realized how powerful this is.

Q20 — Looking ahead, how do you plan to use your agents as you expand into new markets?
Omar:
We’re working on projects to expand existing accounts and move into new markets. In our industry we call it “deep and wide”—we’re already inside certain accounts, now we want to expand further while also opening new cities and states. Our approach is very human and organic, and Evergrowth lets us scale that without losing our identity.

Q21 — If you had a magic wand and could change one thing about the staffing industry or the sales process, what would it be?
Omar:
I’d make it normal for companies to run 30-day pilot projects with staffing agencies. Some buyers are scared or have never worked with staffing before. If I could show them our service for 30 days, it would change how they operate. Let me show you what I can do for you—trust me, you’ll love it.