The client experience

Clients who can see everything, stay.

Winning a client is harder than it has ever been. Keeping one is harder than that. So give every client a window that no other firm has ever shown them, and let the work win more future rewards.

Book a walkthrough See the recruiting side

Arbor Health · Director of Clinical Operations

Client view. Invited by you, revocable by you, scoped to this search.

2 decisions waiting on you
Overview Playbook Pipeline Candidates Metrics Report card

Search report card · week 5

Speed, accuracy, reliability and outcome. Graded as the search runs, on a page your client can open at any hour.

BOverall grade
SpeedC25%

Pace slipped in week four. Shown to both sides, not smoothed over.

AccuracyA30%

The candidates put forward are the ones the hiring team wants.

ReliabilityB25%

On track to actually close, not just to keep moving.

Outcome–20%

No offers yet. Quality of hire is not graded until there is one.

Where the time went6 days with us · 9 with the hiring team

Every elapsed day is attributed to the side that held it. Same chart, both sides, forwardable to their leadership.

01

Transparency is the product your client remembers.

Loyalty is not built on the placement. It is built on every week between kickoff and offer, and most of those weeks are silent. Their own login changes that. They see the playbook you built, the pipeline as each phase clears, and a report card that grades the search itself, every elapsed day attributed to the side that held it. No chasing, no Friday status email. They watch it work.

Your firmTheir window
02

Their feedback has a front door.

Clients say what they think inside the platform, not in a hallway conversation you hear about later. Threaded feedback with visible status. Decisions on candidates, recorded with reasons. When they run their own interview, they paste the transcript and score it against the same rubric, and it lands with you instantly. You always know where you stand, and renewal never surprises you.

  • Candidate decisions land on your board as action-required, with the reason attached.
  • Client-side interview evaluation: their transcript, the shared rubric, their read, delivered to you.
  • Sentiment gathered as they go, so drift shows up early.
  • You control every grant: invite today, revoke tomorrow, phase-gate what they see.
03

Candidate presentations they forward to the CEO.

Every submittal arrives as a full Evidence Profile: the writeup, the competency profile with evidence, the candidate's own words from the call, and a radar that shows the shape of the person at a glance. Every score sits on the rubric their own team approved, with quoted evidence behind it. A human makes every decision.

The kind of document a client screenshots and sends up the chain. That is your brand, compounding, one candidate at a time.

Evidence Profile

A. Whitfield · Director of Clinical Operations

Arbor Health · screen transcript, scored against the rubric the client approved at intake

89 / 100

Strong advance

Clears the meets bar on 12 of 14 axes, both knockouts met, quoted evidence behind every number.

Recommendation. Advance to the panel round. The transcript shows evidenced ownership of clinical operations at multi-site scale, with specific, dated wins in credentialing throughput and regulatory readiness, the two knockouts on this rubric. The axes under the bar, vendor management and crisis response, read as coachable gaps rather than disqualifiers, and the panel should probe incident ownership directly. A recommendation, not a decision. A human makes the call on every candidate.

Competency profile, candidate against the meets bar

Ops leadership Multi-site oversight Regulatory readiness Payer fluency Quality systems Staffing and capacity Budget ownership Systems fluency Data fluency Change management Communication Vendor management Team development Crisis response
A. Whitfield Meets bar, from the approved rubric

Interview highlights, the candidate's own words

"We took credentialing intake from a forty day queue to under three weeks by rebuilding the handoff before we ever asked for headcount."

Ops leadership14:22

"I will not open a clinic on a staffing plan the charge nurses have not signed. I have delayed a launch over it, and I would do it again."

Staffing and capacity31:05

"Incident response sat with our compliance partner. I ran the reviews, but I did not run the room."

Crisis response, gap noted42:40

Ops leadership Knockout: met

Ran three sites and a central credentialing function. Examples specific, dated, checkable.

Regulatory readiness Knockout: met

Named the surveys, the findings and the fixes unprompted. Audit-trail thinking throughout.

Payer fluency

Deep on CAQH and PECOS mechanics. Multi-state Medicaid exposure is one state deep.

Change management

Rebuilt the intake workflow mid-quarter with no service interruption, floor on side.

Vendor management Under the bar

Has inherited vendors. Has not run a selection or an exit. Coachable, worth a probe.

Crisis response Under the bar

Ran the reviews, not the room, and said so plainly. The panel should probe this directly.

04

The portal does the asking.

The window that builds the trust carries their referral link. Unique, attributable, raised at the moments that earn it, like a placement’s first day. Every introduction arrives with their name on it. You know exactly who to thank.

The full referral story, on the sales side

See it run a live search

Gregg runs the walkthrough, on the live system that runs his own firm, on real work from that morning. Forty-five minutes. Ask the questions vendors flinch at. You leave with a straight answer on whether this fits your firm, and no is one of the answers.

If you pass, nothing happens. No sequence. No follow-ups. You are not on a list.