Enquirer Consulting Group

Reachable Buyer Map

Prepared for Adi Jaffe · August 2026
Your corporate work arrives the way most of it does at this level: from the stage, from bureaus, and from people who already know the name. That channel is real, and it has a ceiling built into it. It reaches the organizations that already crossed your path. This map is the rest, scoped to the corporate side of what you do: who owns the budget for leadership work, where those people sit, and roughly how many of them there are.
Mid-market employers, 250 to 999 people
The band where leadership development is real but nobody owns it full time. One HR leader carries it alongside everything else, so there is no committee and no procurement cycle. This is the largest addressable group on the page by a wide margin, and the fastest from conversation to booked date.
Who signs: the head of HR or people, often the only one. At the smaller end, the CEO or the chief of staff.
27,000 to 28,000
US employers in this workforce band
Large employers, 1,000 people and up
Here the function is named and funded. There is a talent or leadership development lead with a standing budget and an annual calendar, which makes the sale slower but the engagement larger and more repeatable. These are also the organizations most likely to buy a keynote and a program from the same person.
Who signs: CHRO or chief people officer, VP of talent, head of leadership or organizational development.
11,000 to 11,500
US employers at 1,000 or more, of which roughly 2,300 sit above 5,000
Health systems and care organizations
The sector carrying the heaviest burnout and turnover load in the country, which is why behavior change is treated here as an operational problem rather than a soft one. A clinical and research background reads as credential rather than claim in this room.
Who signs: CHRO, chief nursing officer, VP of clinical operations, director of provider wellbeing.
Roughly 6,200
health care and social assistance employers at 250 or more, about 1,800 of them above 1,000
Manufacturers and industrial operators
The sharpest version of one recurring problem: the best technician gets promoted and nobody teaches them to lead. The budget exists, it just sits under operations rather than HR, and it is rarely competed for by anyone coming from a behavioral science background.
Who signs: VP of operations, plant or site leadership, HR director, and increasingly a dedicated frontline leadership lead.
Roughly 6,100
manufacturing employers at 250 or more, about 1,650 above 1,000
Professional and financial services firms
The highest spend per head on executive coaching of any group here, driven by partner track pressure and by the fact that technical excellence and leadership are openly treated as different skills. Also the group most likely to already hold a coaching panel, which makes it a displacement sale rather than a new one.
Who signs: managing partner, chief talent officer, head of partner development, chief of staff.
Roughly 7,100
professional, scientific, technical, finance and insurance employers at 250 or more
Corporate headquarters entities
Small by count and disproportionate by value. These are the holding and headquarters companies where the executive team actually sits, so the buyer and the participant are the same people. One relationship here can reach several operating businesses underneath it.
Who signs: the CEO, the chief of staff, or the group people director.
Roughly 490
headquarters and management entities at 250 or more; a deliberately narrow, high-value list

Where the openings are

1
The corporate market above comes to roughly 38,700 employers at 250 people or more. A stage and a bureau reach whichever part of that already knows the name or happened to be in the room. The rest is not a colder audience. It is an unaware one, and it is the large majority.
2
The 250 to 999 band is the one a referral channel systematically misses. These companies do not run leadership conferences and do not appear on bureau rosters, so they rarely cross a speaker's path at all. They also decide fastest, because the person with the problem and the person with the budget are the same person.
3
The keynote buyer and the coaching buyer are not the same person. One owns an event and a date. The other owns capability and a headcount plan. A channel built on relationships tends to keep returning to whichever door opened first, so the second buyer stays unworked even inside companies that already know you.
4
This is an execution gap, not a positioning gap. Explaining what you do is your own discipline and you do not need help with it. What is missing is the machinery that puts it in front of several thousand named people who have never heard of you, on a schedule, without it eating your week. That is the only part we would build.
Built from public federal registry data covering US employers that file a benefit plan, current to the 2024 filing year. Counts are banded deliberately. Workforce bands use plan participants as a headcount proxy, so they indicate scale rather than exact staff numbers. Owner-only and very small employers are not published in this data, which is why the page starts at the point a leadership budget realistically exists. Sector codes are self-reported.
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