The Talent Pipeline Tightrope: Lessons from Scaling with Vicky Papa

When I think about this, I think about Vicky Papa. We promoted her three times in five years at Nexient – from Account Director all the way to CRO. It was the best “hire” I ever made. But it wasn’t easy. Each step came with turbulence: new dynamics, tough conversations, and plenty of risk.

Here’s what Vicky and I learned about building a talent pipeline that scales as fast as your sales pipeline.

🎢 The Dual Pipelines: Revenue and Talent

Too many consulting leaders neglect their talent pipeline while obsessing over sales. That’s why growth stalls.

At Astrica, Vicky calls it the “consulting tightrope.” Revenue and talent have to scale in lockstep. If one lags, the whole firm stumbles.

Your action nudge: Audit both your pipelines side by side – revenue and talent. Which one’s holding you back right now?

🚪 The External Hire Trap

External hires rarely hit the ground running. By the time they “get” your culture and expectations, the project they were hired for has already passed.

Wharton research backs it up: external recruits cost more, perform worse for 1–2 years, and leave faster. In consulting, where culture and trust are everything, that lag is deadly.

Your action nudge: Before your next external hire, ask: “What’s the cost of waiting 12 months for this person to really ramp?”

🪜 The Case for Internal Promotions

Vicky’s journey is proof of what happens when you invest in people already inside the tent. She knew the clients, the culture, and the bar. Every promotion gave her speed, loyalty, and deeper trust – the stuff no external hire could bring.

For me, promoting Vicky wasn’t just the right move for her. It was the best decision for Nexient.

Your action nudge: Identify one person on your team who could be your “Vicky.” What’s the next step you can give them this quarter?

⚠️ The Pitfalls of Promoting from Within

Let’s be clear – it’s not all sunshine.

Each time we promoted Vicky, there were bumps. Peers becoming direct reports. Doubts about readiness. Learning to lead without falling back on “expert” mode.

That turbulence is normal. The job of leadership isn’t to avoid it – it’s to support people through it.

Your action nudge: Have an honest conversation with your next internal promotee: “What’s going to feel hardest about this step?”

🛠️ Building a Scalable Talent Pipeline

Neither external hires nor internal promotions are a silver bullet. Scaling requires a systematic pipeline.

Some of the practices that worked for us:
- Test leadership potential early – give people small steps before you need them to make big ones.
- Create transparent career paths – so ambition doesn’t turn into confusion.
- Reinforce culture through rituals – carry the DNA forward at every level.
- Build your external network before you need it — I make a point of connecting with great people often, without a set agenda. When the right role opens, I already know who’s on my shortlist.

Your action nudge: Write down the three people you’d want to promote in the next two years – and three people outside your firm you’d like to know better. What’s one step you can take with each group this month?

🌱 Ensuring Emerging Leaders Are Bought In

Even the strongest talent pipeline fails if your emerging leaders aren’t truly invested in your firm’s success. Three themes stood out from our live workshop:

Mentorship matters‍

A good mentor doesn’t just pat you on the back – they tell you the truth. They show you opportunities you can’t yet see for yourself, and they advocate for your growth when you’re not in the room. That kind of guidance can make or break a career.

Make career paths visible‍

Not every firm has capacity for deep mentorship, but every firm can systemize opportunity. Create transparent ladders – whether for technical excellence, client leadership, or management. When people can see where they could go, they’re far more likely to stay and stretch for it.

Offer real ownership‍

Nothing shifts mindset like having skin in the game. Whether through equity, profit sharing, or other mechanisms, giving your future leaders a tangible stake in the business changes “I work here” into “I’m building this.” That alignment deepens commitment in a way no bonus ever will.

Your action nudge: Identify your emerging leaders, then ask yourself honestly: have you built an environment that makes them want to bet their future on your firm? If not, what’s missing – mentorship, visible career paths, or real ownership?

Closing

Scaling isn’t just about more sales. It’s about building leaders as fast as you’re building revenue.

Promoting Vicky wasn’t easy. But it changed my company – and it changed me as a leader.

That’s the power of balancing both pipelines. And it’s the edge consulting firms can’t afford to ignore.