What Building Three Staffing Companies Taught Me About Retention
People leave. What matters is what stays behind them.
PlannedI build companies around distributed workforces and healthcare operations.
Previously built and sold Berry Virtual.

Co-founded and bootstrapped from $0 to approximately $3.5M ARR. Acquired in December 2023.
Stayed after the acquisition and helped build the healthcare staffing business to approximately $3M ARR in around 12 months.
Founder & CEO. Building infrastructure for how medical practices operate distributed administrative teams.
Medical practices don't need more résumés. They need work to keep moving.
Staffing For Doctors builds remote medical teams for healthcare organizations, with ongoing recruiting, training, account management, and operational support behind every placement.
The measure of the work is not the placement. It is whether the practice still runs the week after someone leaves.

Designing a seat so the work continues when the person in it changes.
March 2026People leave. What matters is what stays behind them.
PlannedThe parts of an acquisition nobody prepares you for.
Planned
Staffing Problems Solved
A practical guide to building and managing remote teams inside medical practices. Written for the person who has to make the schedule work on Monday, not for a strategy offsite. Hiring, onboarding, handoffs, and what to do when someone leaves.
By Danny NabaviConversations about healthcare operations, distributed teams, entrepreneurship, and building companies.
Danny Nabavi is an entrepreneur and the Founder & CEO of Staffing For Doctors. He previously co-founded Berry Virtual, bootstrapping the company from zero to approximately $3.5M in annual recurring revenue before its acquisition in 2023. Following the acquisition, he remained with the organization and helped build MedVirtual, a healthcare staffing business that reached approximately $3M ARR in around twelve months.
Those experiences shaped his approach to Staffing For Doctors: staffing should not simply be about filling seats. The underlying operation should continue functioning when individual employees change.
Danny writes about entrepreneurship, healthcare operations, distributed workforces, company building, and the lessons learned from building multiple staffing businesses.
