Nationwide, Why Clipboard Health Exists:
We exist to lift as many people up the socioeconomic ladder as possible. The average nursing assistant without a college degree makes $36k a year; the average nursing assistant on Clipboard Health makes $53k a year and the top 5% make $74k a year. We dramatically improve lives, by letting healthcare professionals turn extra time & ambition into career growth. We have healthcare professionals texting us photos of a car they were finally able to buy, a school & church they’re building in their native Haiti with money they earn here, and more.
We achieve this by working with healthcare facilities such as hospitals, assisted living facilities, and rehab centers to provide on-demand nursing staff. Our mission is to enable healthcare professionals to work when they want, and where they want, and to enable healthcare facilities to get staff when they need it.
About Clipboard Health:
Clipboard Health is a Series C, an extremely fast-growing tech startup with classic two-sided network effects, revolutionizing the healthcare staffing industry. We’re a post-product-market fit with substantive revenue.
Clipboard Health is a diverse and inclusive company with a globally remote team of 600+ people. We’ve been featured on YC’s Top Companies and grown 25x across all key metrics in the last 18 months. We need your help to keep growing so we can serve more healthcare professionals, healthcare facilities, and patients.
90 Day Review:
You were tasked with pushing forward our framework of thinking for how we should invest in the many levers of growth available to us; digital ad Marketing spend in our existing channels and strategies, expansion into new channels/mediums/strategies, pay rate subsidies in the marketplace, word of mouth, and referrals, to name a few.
By Diving Deep into the data and Touching Reality for Yourself by speaking to customers, you learned that by placing subsidized pay rates on our Indeed ads, their performance increased 35% with no additional ad spend – more than the sum of individually just doing subsidies or just putting accurate (unsubsidized) pay rates on our ads.
You displayed Extreme Ownership by systematizing a process for our Marketing Specialists to update our ads on an ongoing basis. Your process was clear, well-documented, and provided sufficient windows into the execution in order to easily verify that the work is being done quickly and at high quality.
Your document outlining these findings and motivating next steps was strong; it provided a path for Unreasonably Fast progress without giving up on quality. It’s highly unusual for companies to learn about a problem and deliver a solution within 48 hours, and by that time you were already onto the next one.
It clearly identified a pain point of customers and kept it top-of-mind throughout
It was seeded with strong, relevant, and accurate data about the lift we could expect by solving the problem
It proposed a specific solution with success criteria, gating metrics, a dashboard to measure performance, clear owners, and delivery dates of action items.
You made sure that relevant stakeholders got their voices in early, but that didn’t cause “design by committee” – you made sure to get to the root of others’ concerns and were able to quickly triage what was truly important to address
Your Extreme Curiosity helped you realize that churn is high even in worker-constrained markets. You leaned into this curiosity to discover that the same reason these markets are worker-constrained are the same reason that they have high churn; pay rates are volatile and create a negative experience for users looking to work full-time through the Clipboard Health platform.
You did well to show that the standard deviation of prices in San Jose is 4x that of balanced markets, and that this problem is systemically worse for smaller markets. You informed this data with a number of meaningful customer conversations. In particular, this quote from your chat with a worker stuck out to me: “It’s not that the shifts on Clipboard always pay badly, it’s just that the good rates never line up with my schedule. If the shifts I could actually work paid well then I’d pick up every month.”
You went above and beyond this quarter by personifying our “no toes” policy (i.e. “there is no such thing as stepping on others’ toes”) – Marketplace policy isn’t strictly identified as being within your scope, but that didn’t stop you from (a) recognizing that it plays a crucial part in ensuring a good experience for our facility partners, (b) impacts how we set expectations with healthcare professionals onboarding to our platform, and (c) adding your own well-considered input into [PM]’s writeup on revamping policy.