Flex it – why headcount doesn’t mean success
Published to Heft’s LinkedIn page 24 March 2025.
AI disclaimer: even though this article includes em-dashes, Claude did not write it. But Claude did help me structure my random 8PM thoughts.
Heft has been in an exciting phase of reconfiguring the way we work to respond to changes in the business environment and in our team.
We experienced a co-founder exit last year, and that always brings about the time for reflection on what has been and where to next. As we focused on our clients and on this period of strategising, we pared back our website to focus on our offering and our new leadership team.
With our new GM on board and our business strategy clear and in execution mode, we’ve been having 5 million coffees and eliciting all sorts of great feedback and advice. One piece of interesting feedback was that our website didn’t showcase enough people – that with just the core team profiled people might think something had gone wrong in the business.
It was fair feedback, and while it's great to now feature more of the talented people in our network of consultants (check them out here), it made me reflect on something fundamental about our business model—and perhaps about the future (or current state?) of work itself.
"How many people work for you?"
This is a question I get asked frequently in client meetings and at networking events. A really interesting ‘size’ question...My response is always the same:
"How many do you need?"
This isn't meant to be evasive. It's actually the most honest answer I can give.
At Heft, we've designed our business model specifically for scale and flexibility. We maintain a core team and collaborate with a carefully curated network of trusted consultants across all communications disciplines—from strategy development to implementation, government relations to executive advisory. This allows us to flex up or down based on client needs, project scope, and specialised expertise required.
The old metrics don’t apply
Traditional business metrics often focus on headcount as a measure of success or capability. But in today's dynamic environment, I'd argue that flexibility and access to the right expertise at the right time are far more valuable than a static employee count.
When a client approaches us with a challenge, what matters isn't how many people we have on payroll. What matters is:
Can we assemble a top-notch team for this specific need?
Can we scale quickly if the project expands?
Can we maintain lean operations when volume decreases?
Can we access specialised expertise that might only be needed occasionally?
The answer to all these questions is "yes"—precisely because we're designed to flex.
It’s wild out there – and agencies need to respond
All types of organisations are drowning—in information, in expectations, in budget woes. As communications and advisory professionals, we have an important role in helping lead our clients through this wilderness by interpreting the information environment and being primed to react to emerging issues.
The idea that a large, inflexible business model focused on structure over delivery can meet the needs of this more chaotic external environment is outdated and we’ve chosen to meet this challenge by designing a model that works both ways.
A mutually beneficial way of working
Specifically, we are focused on a way of working that benefits our clients, our consultants, and our business:
For clients: Access to precisely the right expertise without paying for unnecessary overhead (and a core team focused on a concierge level of care).
For consultants: Flexibility, variety of work, and the ability to focus on projects aligned with their strengths (not to mention a fun HQ on Cuba Street in Wellington).
For our core team in the Heft ‘engine room’: The excitement of collaborating with diverse talent and the opportunity for continuous learning.
So yes, we've updated our website to showcase more of the amazing people we work with. It helps the ace independent consultants we work with gain visibility and allows potential clients to see the caliber of talent we can bring to their projects.
But at the end of the day, our headcount on any given day isn't what defines us. It's our ability to flex, adapt, and bring together exactly the right team for each challenge.
In a world of constant change, perhaps flexibility isn't just a business strategy—it's the ultimate competitive advantage.
What's your experience with flexible business models? Have you found ways to scale up and down in your organisation while looking after your talent? We'd love to hear your thoughts in the comments.