Clinical Recruiter

The Opportunity

VirtuCare partners with rural and community hospitals to build sustainable outpatient specialty clinics — keeping care local and restoring community trust. For many of the patients we serve, our clinician is the only urologist within an hour’s drive.

Every one of those partnerships depends on finding the right physician and getting them credentialed, scheduled, and supported before the hospital ever feels a gap. This role is where that starts. You find the clinicians. You build the relationships years before we need them. You are the reason a committed clinic date has a name attached to it.

Where You Sit

This role reports to the President of Hospital Relations and works closely with our CEO and CMO, who carry the peer-to-peer physician conversations.

VirtuCare runs the clinician lifecycle as a shared model. You own the front of it outright and connect to the rest — handing off a candidate who is ready, not a name on a list.

What You Own

1. Lead Generation and Sourcing

The headline accountability. When a coverage gap appears sixty days out, there is already someone in the pipeline who fits it.

• Generate and develop leads through direct outreach, cold calling, referrals, advertising, targeted mailings, internet sources, professional societies, receptions, and convention exhibits.
• Source urologists and advanced practice providers through residency and fellowship networks, and build ongoing relationships with residency programs.
• Research surrounding hospitals, practices, and markets to identify physicians worth approaching — particularly when a new hospital contract is starting up.
• Build ahead of the need. The clinicians we want are practicing full-time somewhere else; the conversation that fills a March date starts in October.
• Run nurture campaigns against a segmented network so that candidates who are not right today are still warm when a matching seat opens.
• Prepare for and attend regional receptions and convention exhibits.

The standard: every open requisition has qualified candidates moving through it, and no program is ever recruiting from a cold start.

2. Recruiting Plans and Requisition Ownership

Every vacancy gets a plan, not just activity.

• Build a comprehensive recruiting plan for each specific vacancy — sources, messaging, target list, and fill-by date worked backward from the 12-week clinic timeline.
• Participate in start-up protocol for new hospital contracts, and stand up recruiting for a new program before it goes live.
• Maintain a current profile for every facility in your assigned programs: demographics, credentialing requirements, coverage pattern, and compensation range.
• Conduct compensation surveys and canvass new market areas to inform rate expectations for all markets, sharing data and insights with our CFO. 

3. Screening, Interviews and Selection

A candidate who reaches the CMO should already be a real possibility.

• Initiate contact and timely follow-up with every prospective candidate, and document all actions in the CRM.
• Screen and refer qualified applicants who meet hospital and state licensing requirements — licensure, board certification, subspecialty skills and procedure mix, geographic willingness, and actual availability against the coverage days we need filled.
• Coordinate interviews and attend them as needed. Evaluate each candidate for both position fit and organizational fit; a clinically strong candidate who is wrong for how we work is still a no.
• Conduct timely follow-up interviews with all applicants, and close the loop with every candidate including the ones we pass on. Physician networks are small and long-memoried.
• Identify appropriate references and complete written reference checks.
• During contracting, every clinician completes a disclosure questionnaire covering malpractice claims history, licensure actions, and similar risk management questions. Walk the candidate through it, follow up on any answer that is incomplete, unclear, or affirmative, and route anything that needs a closer look to the Director of Clinician Services and the CMO before the file reaches credentialing.
• Collect the intake form and supporting documents before any warm introduction, so that no one meets a candidate cold.
• Move a qualified candidate from first contact to warm handoff within five business days.
• Collaborate closely with the CFO, who sets approved rate ranges, negotiates and closes as needed, and helps bring candidates over the finish line. 

4. CRM and Data Integrity

If the pipeline only exists in your head, it does not exist.

• Maintain the integrity of the clinician database in HubSpot — every candidate, stage, and next action current, clean enough that anyone can answer "where does this candidate stand" without asking you.
• Capture source information accurately on every record. Source data is how we learn where placements actually come from.
• Use the system to run reports, searches, and target lists rather than rebuilding them by hand.
• Maintain a do-not-contact list with documented reasons. We do not keep candidates sitting in the pot.

5. Reporting

Recruiting status is written down and sent on a schedule. Nobody should have to ask where a search stands.

• Report pipeline health weekly: open requisitions, candidates by stage, days open, and fill-by dates at risk.
• Prepare a monthly recruitment activity report covering all relevant activity across your programs.
• Send a recurring status report to the medical directors at every facility with an open position, copied to VirtuCare leadership.
• Prepare recruiting presentations for leadership meetings and program reviews.
• Contribute to the annual recruiting analysis — source effectiveness, advertising, mailings, exit interviews, and new hire surveys — and use it to shift where effort goes.
• Conduct facility site visits as appropriate.

The Seam with our Operations Team

The President confirms coverage. The Director opens the requisition. You build the pipeline. 

The President of Hospital Relations is responsible for defining coverage and overall partner success. The Director of Clinician Services sets the requisition and the fill-by date, and holds the coverage schedule. You fill those requisitions and build the team. The CEO and CMO carry peer-to-peer physician outreach and the clinical close; you build and run the system that feeds it, and you keep every candidate moving. The CFO is responsible for setting rates, and negotiating when needed. You are not measured on shifts covered — you are measured on whether qualified, screened candidates get to the finish line, and are always there when a seat opens.

Our Values: GRACE

These are not posters on a wall. They are how we operate daily — and how you will be evaluated as a colleague.

Grit

We do not quit when it is hard. Obstacles are expected; pushing through them is the job.

Radical Responsibility

Own your actions. No excuses. No blaming.

Action

Get the work done. Nothing happens in a meeting.

Clarity

Simple and clear beats complex and vague. Repeat back what you have heard.

Empathy

Caring for the team is how the team cares for clients. People are the product.

A note on Empathy — non-negotiable. VirtuCare was founded by a physician who lost autonomy and voice in a system that failed its doctors. You must show genuine empathy toward clinicians as people, not just providers or revenue generators. In this role that is not a soft skill — it is the reason a physician takes your call instead of deleting it.

Who You Are

This role requires someone who can hold dozens of relationships across multiple programs, states, and hospital processes without dropping threads, and who works the pipeline without being asked.

Required

• Minimum three (3) years of healthcare recruiting experience. Physician, advanced practice provider, or clinical recruiting in a health system, staffing firm, locum tenens company, or provider group all qualify.
• Demonstrated full-cycle ownership — you have sourced, screened, and closed clinical hires yourself.
• Working understanding of physician licensure, DEA registration, board certification, and hospital credentialing, and how those timelines gate a start date.
• Excellent written and verbal communication. Physician outreach lives or dies on the first three sentences.
• Organized under volume, and disciplined about documenting what you did and what happens next.
• Comfortable presenting to leadership and producing recurring written reports that people actually rely on.
• Experience participating in offer negotiation and closing, within a defined rate structure.
• Able to work independently in a remote, small-team environment where no one is checking your calendar.
• Willing to travel occasionally for conventions, receptions, and facility site visits.

Strongly Preferred

• CRM experience — HubSpot especially, though any recruiting CRM or ATS background transfers.
• Surgical subspecialty recruiting experience, urology in particular.
• Rural or community hospital experience, and familiarity with LifePoint or similar hospital networks.
• Experience recruiting independent contractors, 1099 clinicians, or locum tenens providers.
• Multi-state recruiting experience and comfort with interstate licensure compacts.
• AI-literate — a daily user of tools like Claude. xihmbke
• EOS familiarity or equivalent operating-cadence discipline.

Compensation & Structure

Base Compensation: $70,000 annually

Incentive: Quarterly performance incentive

Benefits: ICHRA (Individual Coverage Health Reimbursement Arrangement) toward health coverage · Paid time off

Employment Type: Full-time, W2 direct hire

Location: Remote with async communication; occasional conference and hospital site travel, under 10%

Reports To: President of Hospital Relations

Direct Reports: None

Working Pattern: Business hours, with evening flexibility reserved for physician conversations