Four engagements. One operator. Senior hands on every line.

The challenge

HealthFlex had grown rapidly from a family business into a 200-staff, 300-clinician organization without the HR infrastructure to match. The existing function was an HR Coordinator and an Internal Recruiter with an aggregate two years of experience. Leadership was overextended and micromanaging. Employees were frustrated with lack of recognition, unclear career pathways, thin internal communication and once-a-year performance reviews. The CEO and COO had almost no time for strategic work. Onboarding for a wave of new executive hires was piecemeal. The Employee Handbook did not capture the culture.

What we did

HRTS engaged using its proven SDMI process: Strategy, Design, Motivation, Implementation. Work spanned four parallel tracks across a multi-month engagement.

• Executive coaching with the CEO and COO: brand storytelling, time management, delegation, automation, outsourcing and decision-making under growth pressure.
• Employee Handbook rewritten from scratch to reflect the real culture and capture benefits, work policies and compliance cleanly.
• Onboarding rebuilt, especially for executive hires: a 100-day ramp with executive coaching built in from week one.
• Job architecture: job descriptions rewritten, performance benchmarks defined, career pathways clarified, promotion and pay guidelines set, HRIS configured to track the new framework.
• Internal communications and project management: Airtable stood up for HR and operations, monthly internal newsletter launched to recognize achievements, birthdays and milestones.
• Business succession plan developed with the COO and Director of Operations, alongside a refreshed patient experience, clinician experience and marketing collateral.
• Coaching across mid-level leadership (HR Coordinator, Director of Operations, Lead Project Manager) on mission-values alignment, career architecture and performance expectations.

The outcome

Leadership recovered time for strategic work. Morale and job performance improved across the board. Three new executive hires started strong and sustained it. The COO won the 2019 Home Health Care News Future Leader Award. The CEO received an award from the San Francisco Business Times and spoke at the event despite a lifelong fear of public speaking. The company made the Inc. 5000 list for the second consecutive year, successfully launched a new Hospice line, and won the 2019 BBB TORCH Award for Ethics.

The challenge

The CEO of Michel et Augustin US needed help streamlining the benefits stack and payroll infrastructure to cut costs and reduce the administrative load that was eating his week. The company was a 9-person US team inside a global brand with sophisticated expectations.

What we did

• Benefits package rebuilt via a Justworks partnership: health, dental, vision, 401(k), LTD/STD and life insurance all upgraded while cutting the health insurance renewal bill 18%.
• Payroll automated and benefits administration outsourced to free the CEO from weekly ops load.
• CEO time recovery: 10+ hours of executive calendar returned every week.

The outcome

$100K+ saved on the yearly health insurance renewal (an 18% cut) while simultaneously upgrading the benefits stack. 500+ hours of CEO time recovered annually, estimated at $75,000 in manpower value. Total documented savings: $175,000+.

The challenge

Elite Healthcare needed to build the HR function, streamline recruiting, improve retention, create career pathways and salary bands, reduce benefits and payroll costs and fix an employer brand that was showing up in a 2.7 Glassdoor rating.

What we did

• Interim CHRO seat: owned the HR function build-out and executive-level People strategy.
• 12-month HR Digital Transformation consolidating HR, recruiting, benefits and payroll into one coherent operating system.
• Leadership Development programs and team communication workshops launched for managers and emerging leaders.
• Internal communications rebuilt and physical workspace improved to reinforce the employer-brand reset.
• Vendor rationalization across talent acquisition and ancillary services to compress cost without compressing quality.

The outcome

Glassdoor score moved from 2.7 to 4.3: a 60% improvement driven by real operational changes, not review gaming. 47% / $30K saved on talent acquisition costs. 22% / $10K reduction in catering costs while improving quality and employee satisfaction. Total documented savings to date: $40K+.