Post Series C
Short-staffing hurts healthcare workers, facilities, and patients. Fixing that is our mission.
As many as
90% of registered nurses have
considered quitting the profession
next year if critical workplace issues like short-staffing aren’t resolved, according to this study. This crisis touches us all, because we all need healthcare.
Clipboard Health exists to solve the problem of short-staffed facilities and to lift as many people up the socio-economic ladder as possible. To do this, we've created an efficient and transparent marketplace for healthcare facilities and healthcare professionals to fill shifts.
About Clipboard Health:
Clipboard Health is a post-Series C, extremely fast-growing tech startup with classic two-sided network effects, revolutionizing the market for healthcare talent. We are a diverse and inclusive company with a global, remote team. We have been named one of YC’s Top Companies for two years running, and have grown 25x across all key metrics in the last 18 months. There has never been a more exciting time to join our growing team and help us serve even more healthcare professionals and healthcare facilities, who can then better serve patients. To learn more about the culture at Clipboard Health, take a look at our culture hub here.
90 day review:
Your score for performance is a 4: Meets all expectations and high standards for the position, and exceeds several expectations and standards. You maintained excellence in both your people management skills and weren’t afraid to dive deep into the specifics and prove that you are also an excellent individual contributor. Here’s where you stood out:
- In just 2 weeks, you picked up clean and strong mental models about our marketplace and our marketing channels by touching reality yourself; you underwrote the quality of our ad creatives from first principles, audited the user flows associated with our ads and made improvements in our automations, and spoke to customers to develop your own ideas on where we should be meeting the next periphery of users. You did well at getting up to speed on the strategies and channels that we have in place today, speaking to customers, and engaging with the data yourself. Your “Week 2 Learnings” document that you took the initiative to write was a great artifact, especially for future new hires! And it didn’t stop there; with your new thinking, you promptly underwrote how we were allocating budget on the most granular level as a result of your findings.
- You and your team took big swings to find areas of opportunity in marketing to both sides of the marketplace. In particular, you were very effective at finding low-cost (in both time and money) ways of validating your specific hypotheses about ways to solve some of our marketplace imbalances, like running a small direct mail campaign paired with fast-follow Sales calls and implementing hyperlocal traditional marketing experiments at low cost near high-value potential customers. You displayed strong follow-through by writing/thinking clearly about your thinking and findings, which helped you move fast at rolling your projects out globally through a tight process. You also embodied our “no toes” policy by understanding that the demand acquisition processes you were standing up, while technically falling functionally under Sales, were not exempt from your intervention and attention.
- You accelerated the organization’s pace of learning by building cuts of the data that drove at core mechanics of Marketing as a machine – it was fascinating to see that some channels were associated with faster times to onboard and therefore a shorter payback period, and that the fundamental driver of this difference was the framing of the product to the end customer. Another finding that stands out is how customers coming from referrals are significantly higher quality than those of other channels, which justified a prioritization of targeted referrals in our high-value markets. This kind of visibility gave us critical insight into the viability of our experiment to combine and permutate our different channels. What would have otherwise been a 3-month experiment to get statistical significance, control for exogenous factors, etc., was a one-week signal that gave us confidence in a much faster decision.
- This quarter, our hiring pipeline was strong. You hired two new Growth Strategy Managers while keeping the quality bar extremely high by iteratively working on our talent acquisition process like leader-driven outbound contact and different versions of the case study. You avoided a common management trap of lowering standards for a quick solution to a talent shortage. Just as important, you keep the standards in the room high by delivering specific feedback to your direct reports quickly and by exuding clarity on what success looks like. You assess work product quickly and help ICs get to V2 and V3 documents – which are 10x better than V1 – with a fast feedback loop.
- Lastly, you continue to adjust to new inputs and set us up well for the future. You constantly re-evaluate what Marketing will need to be in 3, 6, 9, and 12 months, and adjust and prioritize accordingly. In particular, you’ve done well at directing resources in areas of promise, such as new verticals, so that we were prepared to scale quickly into nascent lines of business. You will continue to be critical in finding and validating early signals of growth opportunities throughout the organization.