The UK’s most ambitious recruiters are looking west, though many approach the US with assumptions that don’t survive first contact with the market.
But the challenge isn’t getting over the Atlantic.
It’s rewiring assumptions based on what’s worked on home soil up until this point. Even in the UK, times have changed (do we need to mention Covid?).
So, combining adjustments to working life, with the differences recruiters are sure to face overseas, it morphs into something more than just expanding to a different market. It’s about worker habits, client behaviours, geographical changes, talent availability and overall growth strategy.
Are you a recruiter expanding to the US? Are you making any of these 5 assumptions?
Assumption 1: “The US is one recruitment market”
On the face of it, yes, America is one location. But it’s a mistake not to acknowledge it for the vast landscape of regional economies that it is – each with their own employment ecosystem.
If you want some hard data, you can use the Bureau of Labor Statistics’ 2025 Occupational Employment and Wage Statistics report. It shows that different specialisms are concentrated in different states. For example, it shows that California had over 700k employed under ‘Computer and Mathematical (Technology)’, with most other states only having a fraction of that.
So – a recruiter looking for fintech opportunities might focus on New York while a recruiter looking for construction placements might need to pursue clients in Texas.
Key takeaway: You’re not “expanding to the US”. You’re expanding into a specific market in the US.
Assumption 2: “Higher fees mean easier growth”
Some recruiters may assume that America is the ‘land of opportunities’ and once you’re in, growth becomes a whole lot easier.
While you might find bigger fees and more placements across the pond, it can reflect:
- Greater competition
- Longer sales cycles
- More specialist requirements
- Higher expectations around delivery
Deel’s Global Hiring Report suggests that start-ups in particular are on the hunt for specialised talent – not just out-sourcing to cut costs. So it’s not about convenient hiring. You need to demonstrate an understanding of the market and the rare expertise that’s sought after.
Key takeaway: The size of the prize might be larger – but so is the fight for it.
Assumption 3: “UK recruiters can sell the same way”
It’s an easy assumption to make. After all, the UK and US share a language, many business norms and a similar approach to recruitment. But market familiarity shouldn’t be mistaken for market sameness.
Just because you’ve got hiring strategies and processes that work in the UK, it doesn’t mean you’ve automatically ‘cracked it’ for the rest of the world. Data suggests that successful expansion is built on localisation, not replication.
The challenge isn’t simply geography though. It’s understanding how buyers think. The US recruitment market is larger, more fragmented and often more specialised than the UK. Decision-making structures can differ, competition is intense, and expectations around service delivery, niche expertise and business development are rarely identical from one market to another.
Key takeaway: Don’t assume you have the answers, do your research and adapt.
Assumption 4: “Technology removes the need for local knowledge”
Technology has made large parts of our working lives easier and for recruiters that includes global hiring. But it’s also simultaneously increased demand for specialist knowledge.
The rise of remote working accelerated acceptance of living in one country while working for a company based in another. But the development of AI has brought with it a new category of work: AI trainers.
Deel’s report also highlights how geographic distribution of AI trainers reflects the need for diverse subject matter expertise across regions.
Key takeaway: The more AI systems expand, the more important local knowledge and specialist authority becomes.
Assumption 5: “Expansion starts with a US office”
At one time, geographic expansion meant relocation or physical expansion. Nowadays, that’s becoming increasingly untrue.
The state of play today is that recruiters can:
- Test markets remotely
- Build client relationships virtually
- Establish delivery teams before opening offices
- Generate revenue before major infrastructure investment
Key takeaway: A physical office is now more an outcome of successful expansion – setting down roots once you’ve got your foot in the door.
The bottom line for recruiters
There’s no question that the US offers an abundance of opportunities for scaling recruitment businesses.
The bottom line is recruiters succeeding in America today will be the ones who don’t treat it simply as an extension of the UK recruitment market. They’re the ones who do the research, scope out regional markets that offer the right placements for their workers and adjust positioning to suit local buying behaviour.
Mitigating the risks
An extra piece of advice for recruiters expanding to the US: don’t overlook the fact that new markets will also bring new risks.
Insurance can be easily overlooked or seen as a big question mark to ignore. Don’t let uncertainties stall your US operations or leave your business exposed.
Kingsbridge Recruitment supports recruitment businesses with straightforward insurance solutions, including US policy extensions for seamless coverage to stay compliant and confident.
Speak to the Kingsbridge team, they’ll be more than happy to answer your questions.
