Growth-stage DME company · Compliance and data privacy
Bringing privacy and compliance in-house for the first time
A durable medical equipment company had always outsourced privacy and compliance. Moving it in-house meant hiring a function that had never existed inside the business, in one metro area, from a pool that mostly maintains compliance programs rather than builds them.
- 65
- days to accepted offer
- 10
- candidates presented
- 70%
- advanced to interview
The company was transitioning privacy and compliance responsibilities in-house from a third party, so the role was the first of its kind there and nobody internally had done the job before. The search was constrained to one metro area, and the profile needed a combination that doesn't often sit in one person: regulatory depth in healthcare data privacy, and the adaptability to work without the structure a larger compliance organization would provide.
Non-negotiables
- 7+ years in healthcare compliance, data privacy or a closely related field
- Deep working knowledge of HIPAA, PHI and DME-specific healthcare data privacy regulation
- Strong grounding in IT security, data governance and compliance frameworks
- Able to work in the Denver metro area
- 01
Continuity with the client relationship
The search went to a recruiter who had already completed several hard-to-fill searches for this company and knew its processes and culture, so the brief didn't start from zero.
- 02
Screened for builders, not maintainers
The priority was candidates who had built a compliance function from scratch, and who had practical experience using technology to store protected information rather than only writing the policy governing it.
- 03
A geographically tight, sector-wide net
Rather than widening the geography, the search widened the sector, looking at compliance backgrounds across healthcare in the Denver market instead of only inside device companies.
- 04
The profile defined with the hiring manager as it went
Because the company had never hired this role, the exact profile was worked out jointly as candidates came through, not fixed at kickoff.
10 candidates presented
All screened against both the regulatory depth and the build-from-scratch requirement.
7 advanced to first-round interviews
A 70% conversion rate from presented to interviewed.
2 reached the final round
A focused final decision between two credible builders.
65 days from kickoff to accepted offer
For a first-of-its-kind role in a single metro area.
The client came back
The company returned to FloodGate for a related search after this placement.
The cost of a bad talent decision is almost always greater than the cost of the hire itself.
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