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Welcome to an example fun challenge that the Clipboard Health business faces. We hope that the information below allows you to design a specific and measurable credit process. Imagine the next step is handing your resultant document to an intern to implement, so assume most or all of the important details have to be in your plan. Context: today we extend credit to healthcare facilities (HCFs) in order to pay healthcare professionals (HCPs) as quickly after their shift as possible. As such, we underwrite risk of non-payment (both inability or unwillingness to pay, partial payments due to disputes, etc) and simultaneously underwrite risk of fraud (healthcare professionals claiming to have worked a shift when they in reality did not, claiming to have been sent home early when in reality they did not, doing a such a bad job that the facility later disputes the invoice, etc). Market payment terms 1 for HCFs tend to be net 30 2 . Our Days Sales Outstanding today fluctuates from 35 to 45. A bunch of questions come to mind about this issue, that I hope your SMART plan answers: 1. The easy part seems to be how we should think about extending credit: “give enough credit that it doesn’t hamper growth but not so much that you lose more than x% of revenue in bad debt”. But what’s x? How much credit to you grant to each HCF? All at once or in increments, and when do you know to stop? Note that at our scale we can’t depend on a human team to turn principles into specific dollars, but instead whatever underwriting system you come up with needs to be doable by a computer because we underwrite credit for thousands of customers. 2. When do we know we’ve extended too much credit? Too little? Neither, but it was to the wrong facility? (Not conceptually, but in mathematical terms) 3. What’s the revenue and LTV value and cost of each marginal dollar of credit we issue to a specific healthcare facility? If we can’t tell, what’s the most intellectually honest way of projecting? 4. How should we ensure operational excellence with the underwriting / collections / etc practice broadly? What do we audit / measure / observe? 5. ... probably more in your mind that we’re not asking.
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Client Success Specialist

Interviewed at Clipboard

3.8★
Jun 10, 2023

Welcome to an example fun challenge that the Clipboard Health business faces. We hope that the information below allows you to design a specific and measurable credit process. Imagine the next step is handing your resultant document to an intern to implement, so assume most or all of the important details have to be in your plan. Context: today we extend credit to healthcare facilities (HCFs) in order to pay healthcare professionals (HCPs) as quickly after their shift as possible. As such, we underwrite risk of non-payment (both inability or unwillingness to pay, partial payments due to disputes, etc) and simultaneously underwrite risk of fraud (healthcare professionals claiming to have worked a shift when they in reality did not, claiming to have been sent home early when in reality they did not, doing a such a bad job that the facility later disputes the invoice, etc). Market payment terms 1 for HCFs tend to be net 30 2 . Our Days Sales Outstanding today fluctuates from 35 to 45. A bunch of questions come to mind about this issue, that I hope your SMART plan answers: 1. The easy part seems to be how we should think about extending credit: “give enough credit that it doesn’t hamper growth but not so much that you lose more than x% of revenue in bad debt”. But what’s x? How much credit to you grant to each HCF? All at once or in increments, and when do you know to stop? Note that at our scale we can’t depend on a human team to turn principles into specific dollars, but instead whatever underwriting system you come up with needs to be doable by a computer because we underwrite credit for thousands of customers. 2. When do we know we’ve extended too much credit? Too little? Neither, but it was to the wrong facility? (Not conceptually, but in mathematical terms) 3. What’s the revenue and LTV value and cost of each marginal dollar of credit we issue to a specific healthcare facility? If we can’t tell, what’s the most intellectually honest way of projecting? 4. How should we ensure operational excellence with the underwriting / collections / etc practice broadly? What do we audit / measure / observe? 5. ... probably more in your mind that we’re not asking.

Recruitment process is disorganized and disrespectful. I was told I was “moving forward” and should expect next steps and assessments within two days. I prepared and even checked my spam folders as they suggested. Nothing ever arrived. After following up to ask about the missing assessments, I suddenly received a rejection email instead. No explanation, no consistency — just a bait-and-switch. This kind of communication wastes candidates’ time and leaves a very negative impression of the company. If they treat applicants this way, I can only imagine how they handle employees.
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Client Support Specialist

Interviewed at Clipboard

3.8★
Oct 2, 2025

Recruitment process is disorganized and disrespectful. I was told I was “moving forward” and should expect next steps and assessments within two days. I prepared and even checked my spam folders as they suggested. Nothing ever arrived. After following up to ask about the missing assessments, I suddenly received a rejection email instead. No explanation, no consistency — just a bait-and-switch. This kind of communication wastes candidates’ time and leaves a very negative impression of the company. If they treat applicants this way, I can only imagine how they handle employees.

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