Despite the significant role of boomerang employees in organizations, there is a noticeable research gap regarding how to manage and guide this workforce to improve sales process efficiency in technology-driven organizations. This study aimed to present a strategic management model for boomerang employees to enhance sales efficiency in such organizations. It is an applied study employing a qualitative approach based on Grounded Theory. Data were collected through semi-structured interviews with academic experts and senior managers from technology-driven organizations, using an interview protocol. Data analysis was conducted using coding methods (via MAXQDA software). The study’s findings delineate a final model comprising five key components: Causal conditions and sales drivers (the model indicates that the return of a boomerang employee should be rooted in business gaps); the core phenomenon (redefining the boomerang role; findings suggest that boomerang employees in technology-driven organizations act as "ready-to-use" intangible assets—unlike new hires, they possess organizational memory and product knowledge, which significantly reduces the risk of failure in sales processes); contextual conditions (fostering a market-oriented and customer-centric culture among boomerang employees); operational strategies (onboarding or job re-socialization; the study showed that utilizing boomerang employees without a modified onboarding process is ineffective); and business outcomes. The model's output indicated that the systematic deployment of these personnel leads to reduced recruitment costs, faster contract closures, and an increased return on investment within the sales unit.