MOAB Healthcare

• Rank: 46
• Headquarters: Miami, Florida
• Top staffing segment(s) served:  Allied/other healthcare
• Final 2023 revenue: $19.1.0 million
• Final CAGR 2019 through 2023: 39.8%
• Website: moabhealthcare.com/

Not too many people know what sterile processing is, but as Moab Healthcare co-founder James “Jimmy” Boyette explains, getting it right is critical to the health of every hospital with a surgery department. Being fully staffed with trained technicians “directly impacts the number of surgeries possible, as well as patient safety and surgeon satisfaction, all of which directly relate to a hospital’s income.”

Before co-founding Moab, Boyette and co-founding business partner Steve Flowers, who is a registered nurse, both worked with one of the word’s largest surgical instrumentation management companies. “We saw firsthand there was an unmet need in the industry to provide exceptional, highly experienced resources for the operating room and sterile processing department (SPD), with absolutely no other agenda or need to drive any other product line,” Boyette says.

Moab’s growth — to $19 million in fiscal year 2023 from $5 million in fiscal year 2019 — has been fueled by its continued focus on this specific gap in healthcare staffing. Today, its services touch every part of perioperative space. Moab provides travel staffing, interim leadership, consulting, and training focused on the sterile processing and surgical services departments. It has a staffing database of 9,000 travelers and client relationships with over 50 hospitals.

Looking forward, the company will be focused on building its leadership placement division, which is its newest. It will also be working to expand its consulting and project management division, offering expertise in areas such as SPD education and training, regulatory readiness, retention strategies and department outsourcing.

Boyette sees no shortage of demand for Moab’s services. “We bring huge value to hospital ecosystems,” he notes, adding that the primary constraint on its growth is its commitment to maintaining the highest quality in everything it does and to staying focused on sterile processing and, by extension, patient safety. Key to this is Moab leaders’ ongoing effort to maintain a strong corporate culture across time zones and through computer screens. Whenever possible, Boyette says the company will identify or draw talent near to its headquarters in Florida, so people actually interact with each other. When that is not possible, “we try to have some fun together on the Zoom calls,” he says.

Boyette’s favorite thing about his work is knowing that it has value beyond the transaction. Being a child of educators, he always wanted to do work that made a difference in the world. Through Moab, he feels confident he is having a positive impact on hospitals, surgeons, patients and families. That conviction gets him through the intensity that inevitably comes with growth as exceptional as they have experienced. He notes that this value also connects employees to each other and keeps them motivated far more than any social activity they could sponsor.

In this spirit, Moab places a high value on giving and serving. The company has active partnerships with three organizations: The Focus Foundation, a group of doctors that specialize in treatments for children with rare chromosome variations and autism; The Ronald McDonald House in Naples, Florida; and Alfalit, which brings literacy education, English language education, and job training to people living in countries with high rates of illiteracy and poverty.

“The culture of Moab is less self-serving and more value and output-based,” Boyette says, “[giving meaning to] our daily jobs as individuals, departments, and as a whole.”