Hirewell triples workforce of a company changing the way we interact with healthcare

Hirewell triples the workforce of an exciting Chicago start-up changing the way we interact with healthcare

Executive Summary

Caremerge, a rapidly growing, VC backed start-up was looking to significantly ramp up their staff to meet the demand for its revolutionary product. Hirewell partnered with the company to strategically build out their organization, making four strategic hires within the first 45 days.  In total, Hirewell facilitated 17 key hires and helped built out multiple departments.

About the Client

Caremerge is a care coordination and communication platform that is changing the way we interact with healthcare. Caremerge is at the intersection of 5 major trends in healthcare: Aging, Healthcare IT, Cloud/Mobile, Social/Collaboration, and Big Data. Caremerge eases the communication gap between health care providers, seniors, and their families so that they can coordinate care and ensure all stakeholders are on the same page. Launched in 2012, the company has received $20M in funding, has 450 client locations and a 99% client retention rate.

The Challenges

Prior to the engagement, the local team consisted of less than 10 people. There was no HR/Talent Acquisition team in place and the sales and marketing team could not keep up with client demand. While great at customizing the software to meet its clients’ needs – implementation and training were time-consuming and the team was stretched thin.

The Solution

Hirewell launched a Managed Recruiting Program (MRP), led by a dedicated Senior Recruiting Consultant supported by a recruiting team. Working closely with Caremerge’s Executive Team, recruiting and interview processes were developed and evaluation tools were created. This enabled more of Caremerge’s employees to be involved in the interview process, driving engagement and a shared sense of responsibility and success within the start-up.

The Results

Hirewell more than doubled Caremerge’s headcount by the midpoint of the engagement. Key hires included a Director of Inside Sales and a sales team to enable revenue growth, a Director of HR to ensure they retained their top talent, followed by a Product Marketing Manager and Director of Support.  A Director of Implementation to oversee the entire Client Experience department was also made a priority, as well as key positions within the product development and client experience departments.

By the end of the engagement, 17 key employees were identified, building out their inside sales department, marketing, product, implementation team, HR and Finance departments. The positions filled included:

• Client Implementation Manager (2)
• Director of HR
• Director of Implementation (2)
• Controller
• Director of Inside Sales
• Product Marketing Manager
• Product Manager
• Director of Support
• Inside Sales Account Executive (3)
• Business Development Rep
• VP of Project Management
• Product Design Lead
• Director of Marketing

Jeff Smith