Background: I’ve been headhunting for the last 20 years. Prior to getting into the recruiting industry, out of college I was a Marine Corps infantry officer for 5 years and then became a President’s Club sales exec/winner with Baxter Healthcare. I always was intrigued with the recruiting industry and joined MRI 18 years ago and started my current firm 14 years ago. I’ve always had high standards for myself and before I represent a candidate to one of my clients, know that I hold them to the same exacting standards I hold myself.
On a personal note, my wife and I recently celebrated our twenty-sixth anniversary this year and we have 3 sons, 24 (currently a student at GWU), 21 and 17 and two English Bulldogs, Gus and Woodrow.
Focus: I made the decision 12 years ago to start focusing on the healthcare IT industry. I was recruiting “IT” professionals at the time and I wanted to merge my IT and Healthcare experience. So, with the number of recruiters now flocking into Healthcare IT, I want you to know that I’m not a “Johnny-come-Lately.” I stay abreast of industry happenings and am well versed in terms of what solutions are hospitals buying, and which companies are growing/hiring as a result. In addition to this knowledge, I have built a reputation that goes ahead of me and causes the healthcare IT’s top sales talent to not only take my calls, but to work with them as they contemplate (typically at my urging) a potential career move.
I typically break the industry down into ambulatory and Acute care. In the Ambulatory environment, I consider myself an EMR staffing expert. (Over the last 12 years I have placed over 125 EMR Sales Executives, including 62 at one client where after 8 years, 45 are still there! FYI, these sales execs have contributed $300M to my client’s top line revenue. For every dollar this client has spent in fees they have received an ROI of $143.
In the hospital environment, I break the industry down into clinical or financial solutions. Client Executives are broken down into either new business or current customer assigned accounts. I understand the difference between the types of candidates that excel in these two different roles. Further, I understand the difference between a true “C-level sales executive” and a “departmental solutions sales exec” that is going to the C-level for final approval. In the payer space, most of my candidates call on both commercial and government.
Lastly, when clinical was hot, I was building EMR sales teams. However, over the last two years, we have seen the industry momentum switch over to revenue cycle management and other financial solutions. Consequently, my business has migrated to this area and we are currently working with a number of healthcare finance vendors to build out their teams.
Performance: I am the solo business developer for my firm and have two sourcers (including my brother Kevin). I have over 7,000 healthcare IT contacts in my active files and I’ve developed another 5,000 passive network contacts via Linkedin. Beyond the above, my sources for candidates are trade shows such as HFMA and HIMSS, event attendance lists, company rosters, industry association membership directories and a valued network of other recruiters.
I successfully complete 30-40 healthcare IT placements per year. These are mostly sales and sales leadership positions but I’ve also completed presales/clinical support position searches that supported the sales process. I have also developed a small cadre of other healthcare IT recruiters (that I trust) and this little co-op does approximate 120-150 placements per year.
References: I’ve worked hard to make myself referenceable. In fact, please hit the hyperlink below my signature and you’ll be able to read a number of recommendations on Linkedin. My strong references are primarily the result of a couple things. One, I perform. My 3-year retention average historically has been between 80 and 90%. (I do not count start-up RIFs in this number). Also, while in process I do not Spam my hiring authorities with a slew of candidates…I send a few vetted candidates that are excited to take the job and whom I feel will be a good personality match with the hiring manager. Studies show that the number 1 reason of why sales execs change jobs is as a result of a bad relationship with their manager. Hence, I spend a lot of time “matching.”
Niche – Software Sales
Region – United States
Industries – Health Care, Medical
Search Type – Contingent