An operating partner built for healthcare staffing.
Healthcare staffing problems have patterns. Twenty-seven years across the sector means we have seen most of them. BSG is here for when the cost of getting it wrong is too high.
Start a conversation →Engagements come from different places. The work changes based on the problem that needs solving.
Operator-founders and CEOs
Firms scaling past their original operating model. Founders building toward a sale. CEOs delivering inside someone else's structure after a sale. Leadership teams that want an outside set of eyes before the next inflection.
Private equity sponsors
Platform acquisitions, add-on integrations, portfolio-level KPI work, exit prep. The work that sits between the deal and the operating result.
Functional and in-house leaders
Operations, training, and team-capability leaders inside staffing firms. In-house recruitment leadership at hospitals and health systems shaping internal capability to compete with the agencies they used to call.
Six service lines. One sector.
BSG excels at the work that fits between the decisions. Most plans fail at the seams: dependencies missed, sequencing wrong, personalities and dynamics misread. BSG anticipates the seams, sidesteps the pitfalls that derail big change, and delivers something a team can execute rather than a plan to manage.
Operating Partner / Fractional COO
Embedded operational leadership for healthcare staffing firms in the zone where the operating model is stretching or being built from scratch. Hiring, workflow, systems, KPIs, leadership coaching. The right answer for the period before a permanent COO makes economic sense.
Read more →M&A Integration
End-to-end integration leadership for healthcare staffing acquisitions. Diligence support, day-one planning, integration execution, and earn-out-period operating discipline. Built for PE sponsors and acquirers who have watched integrations go sideways and do not want this one to.
Read more →Tech Stack & Roadmap
ATS, CRM, credentialing, and integration architecture. Evaluation, vendor selection, configuration, and a sequenced roadmap that protects revenue-generating operations through the change.
Read more →KPIs & Data Integration
KPI framework design, data architecture across disconnected systems, and the dashboards that turn activity into decision-making. Built for portfolio companies that have to report up and founders who run by gut and want to start running by number.
Read more →Training, Development & Mentoring
Operator-driven development for healthcare staffing teams and the people who lead them. Recruiter onboarding and leadership development for agency and in-house teams. One-on-one mentorship for individual operators stepping into larger roles. Both backed by a network of operator peers.
Read more →Go-to-Market & Segmentation
Market sizing, ICP definition, segmentation, and channel strategy for staffing firms scaling past their original wedge. Often the first work after an acquisition, when the new owner asks where the next $20M comes from.
Read more →Different shapes of work. One operator's perspective.
Work has run inside a top 5 healthcare staffing firm at scale, founder-led firms scaling out of their original recruiting model, acquisitions from diligence through earn-out, and international operations across multiple geographies. Different scales, stages, and shapes. The operator's perspective on what makes a model hold travels across all of them.
A phased approach built for real organizations.
Every engagement is scoped to the actual work. Not a templated methodology. Phases give clients decision points, cost certainty, and clear deliverables at every stage.
Discover
Current-state assessment across people, process, technology, and performance, as needed. Validation of what you know. Discovery of what you do not. The real risks surfaced before they become problems.
Design
Future-state design that maps to the engagement at hand. Detailed enough to guide execution, not just conversation.
Execute
Implementation across people, process, and technology. Sequenced to protect business continuity and deliver measurable results.
Sustain
KPI monitoring, leadership reinforcement, and the cadence that keeps the change from sliding back. New ways of working hold under pressure rather than reverting when no one is watching.
