CarePath Staffing Solutions

Words in [brackets] are blanks you fill in with your own details when you adopt this sample in Supreme Plan AI.

Executive Summary

CarePath Staffing Solutions is a healthcare staffing agency in Charlotte, North Carolina, owned by Denise Okafor, RN, a registered nurse with seventeen years of clinical and management experience. We place verified nurses, aides and allied health clinicians in facilities and offer direct hire placement.

Why this fits. Facilities continue to face staffing shortages, and many want agencies that verify credentials and treat clinicians fairly. A nurse-led local agency can win steady repeat business.

Here is what our numbers show. In Year 1 we plan about 14,000 billed hours of nurse and aide staffing, 3,000 billed hours of allied health staffing and 6 direct hire placements. That brings in sales of $855,000, growing to $3,959,702 by Year 5. We expect a loss of about $32,600 in Year 1, a profit of about $83,600 in Year 2, a profit of about $188,500 in Year 3 and a profit of about $449,500 by Year 5. Payroll before facilities pay, insurance and recruiter pay are our largest costs, and the plan counts all of them.

We need $255,000 in total. Of that, $102,000 is startup costs (computers and a phone system, office setup, insurance, credentialing and payroll software, branding, launch marketing and a payroll funding cushion), and the rest is cash for the first months. I am putting in $70,000 of my own savings and asking for a $185,000 SBA 7(a) loan.

I am Denise Okafor, RN, owner of CarePath Staffing Solutions. These numbers are estimates based on the assumptions listed at the end of this plan, not promises.

Company Description

CarePath Staffing Solutions will be a limited liability company (LLC) in Charlotte, North Carolina, owned and run by Denise Okafor, RN. Denise is a registered nurse with seventeen years of clinical and management experience in hospitals and long-term care. She wants to run a staffing agency that treats nurses fairly and gives facilities dependable coverage.

What we do:
- Per diem and short-term nurse staffing for facilities.
- Certified nursing assistant staffing.
- Allied health placements.
- Direct hire of nurses and clinical leaders.
- On-call coverage for nights and weekends.

Who we serve: Nursing homes, assisted living communities, home health agencies and clinics in the Charlotte area, and the nurses and aides who fill their shifts.

Licensing and insurance. I hold a North Carolina registered nurse license and will register the LLC, obtain any state license or registration required for healthcare staffing, carry professional liability, workers compensation, general liability and employment practices liability insurance and run payroll through a licensed payroll provider. Every clinician we place has a verified license, certifications, background check, health screening and references before the first shift. We follow wage and hour, tax, immigration verification and anti-discrimination rules and HIPAA. We place clinicians only within their scope of practice. We follow HIPAA privacy and security rules, keep records in secure systems, use business associate agreements with vendors and tell every client how their information is used.

Our promise. Qualified clinicians on time, fully credentialed and treated with respect.

Where things stand today. The business plan, credentialing checklist and rate sheet are written. The next steps are the insurance, the payroll provider and the first facilities.

Problem & Opportunity

Healthcare facilities struggle to fill shifts and keep safe staffing, and clinicians want flexible work with fair pay and clear expectations.

What customers run into:
1. Short staffing that stresses nurses and puts patients at risk.
2. Agencies that send unverified workers or cancel at the last minute.
3. Hidden fees and unclear rates.
4. Poor treatment of nurses and aides.

Why it matters. Safe staffing protects patients and staff. Reliable, verified clinicians keep facilities compliant and care consistent.

Products & Services

CarePath will be the Charlotte agency facilities trust for safe, credentialed coverage.

What makes us different:
1. Full credential verification before the first shift.
2. Fast fills and backup coverage.
3. Clear bill rates and weekly invoices.
4. Fair pay and support for clinicians.
5. A nurse-led team that understands the work.

How a shift request works:
1. The facility sends a shift request.
2. We match a verified clinician and confirm the shift.
3. The clinician works the shift and submits a signed time record.
4. We pay the clinician weekly and invoice the facility.

Why customers stay. Facilities rely on an agency that fills shifts safely, and clinicians return for more assignments.

Market Analysis

Who we serve:
- Nursing and rehabilitation facilities.
- Assisted living communities.
- Home health and hospice agencies.
- Clinics and medical offices.

How we sized the market. Our Year 1 plan is about 14,000 billed hours of nurse and aide staffing, 3,000 billed hours of allied health staffing and 6 direct hire placements, a small share of the staffing market in a large metro area. Replace this estimate with your own count of facilities and clinicians near you.

Why now. Facilities continue to face shortages, and many want agencies that verify credentials and treat clinicians well.

Competitive Landscape

What customers can do today:

1. Large national healthcare staffing firms. Wide coverage and impersonal.
2. Local nurse staffing agencies. Personal and variable.
3. Facility float pools. Convenient and limited.
4. Travel nurse agencies. Higher cost and long contracts.
5. Gig staffing apps. Fast and uncertain in verification.

Where we fit. CarePath will be a local, nurse-led agency that verifies everyone it places and answers the phone.

Marketing & Sales Strategy

How customers will find us.

Before opening:
- Meet administrators and directors of nursing.
- Build the credentialing checklist and onboarding process.
- Set up a website with an application page and a Google Business Profile.
- Recruit nurses and aides through clinical groups and schools.

After opening:
- Ask facilities for references.
- Share monthly fill rates and feedback.
- Hold clinician appreciation events.
- Visit facilities weekly.
- Recruit through referrals and job boards.

What we will measure. How facilities heard about us, how many trial requests become regular clients and how many clinicians return.

Operations Plan

How the business will run.

Season and schedule. Staffing needs run all year, with peaks around holidays, flu season and summer vacations. We keep a pool of clinicians and backup coverage for peaks.

Team. Denise leads clinical oversight and clients in Year 1. A recruiter and a payroll and credentialing coordinator join at opening, and we add recruiters as hours grow.

Quality and safety. We verify licenses and certifications before every placement, require health screening and background checks and place clinicians only within their scope. We follow incident reporting procedures and communicate with facilities about patient safety.

Equipment. We will buy computers, a phone system and credentialing, payroll and scheduling software and office setup.

Paperwork and money. Facilities are invoiced weekly and pay within about thirty days, while clinicians are paid weekly. We use a payroll provider, fund payroll from our cash and a line of credit and follow up on late invoices after one week. We keep the books in simple accounting software and set aside money for taxes and insurance every month.

Management & Organization

The people who will run CarePath Staffing Solutions.

Denise Okafor, RN, owner and clinical director. She leads credentialing, clients and quality. (Replace this paragraph with your own background.)

Team. One recruiter in Year 1, growing to five, each trained on compliance and credentialing.

Office. A payroll and credentialing coordinator works from opening, with more added as hours grow.

Outside advisors. An accountant, an insurance broker, an attorney who reviews contracts and a free mentor from SCORE or the Small Business Development Center.

Staff pay in this plan is a full year per person: owner / Clinical Director $70,000; recruiter and Credentialing Specialist $46,000; payroll and Admin Coordinator $38,000. Replace them with the pay you can offer where you live.

Milestones Narrative

Our goals and when we plan to reach them.
- Before opening (3 months ahead): register the LLC, obtain any state registration, set up insurance and payroll, build the credentialing process and sign the first facilities.
- Year 1: about 17,006 hours and placements with Denise, a recruiter and a coordinator; $855,000 in sales and a loss of about $32,600.
- Year 2: about 30,010 and a second recruiter; $1,553,250 in sales and a profit of about $83,600.
- Year 3: about 43,014 and a third recruiter; $2,319,398 in sales and a profit of about $188,500.
- Year 4: about 56,018 and a fourth recruiter; $3,095,510 in sales and a profit of about $315,600.
- Year 5: about 69,022 and a fifth recruiter; $3,959,702 in sales and a profit of about $449,500.
Growth depends on winning and keeping customers, so treat the later years as goals, not promises.

What we check every week: hours billed, shifts filled, payroll cost, gross margin, unpaid invoices and cash in the bank.

Funding Request

How much we need and how we will use it. Total we are raising: $255,000.

How we got that number. The Funding Need Calculator in this plan adds up three things:
- Startup costs of $102,000, listed item by item in the Startup Costs section: $6,000 for computers and phone system, $4,000 for office furniture and setup, $5,000 for LLC filing, state registration and attorney review of contracts, $16,000 for professional liability, workers compensation and general insurance, first payment, $7,000 for credentialing, payroll and scheduling software, first year, $6,000 for office deposit and first month's rent, $4,000 for branding and website, $6,000 for launch marketing and recruiting events, $3,000 for compliance training, $45,000 for payroll funding cushion.
- The cash the business uses before it breaks even, about $89,100. Clinicians are paid weekly and facilities pay later, so the business funds payroll before sales are collected.
- A cash cushion of about $62,000: three months of Year 1 operating costs.
- Together, the cash used before break even and the cushion come to about $151,100, and the three pieces add up to about $253,100, rounded up to the nearest $500: $253,500.
We are raising $1,500 more than that, $255,000 in all, to cover a slower first season than planned. With this funding, the lowest year-end cash balance is about $125,200, at the end of Year 1.

Where the money comes from:
- My own money: $70,000.
- SBA 7(a) loan: $185,000.

Kind of funding we are looking for. An SBA 7(a) loan from a lender that finances healthcare and small businesses, backed by our savings and the equipment as collateral.

How we will pay it back. We expect a loss of about $32,600 in Year 1, a profit of about $83,600 in Year 2, a profit of about $188,500 in Year 3, a profit of about $315,600 in Year 4 and a profit of about $449,500 in Year 5. With this funding, the business has money in the bank at the end of every year of the plan. Our loan is the SBA 7(a) loan at 10.5% over 10 years, $2,496 a month. That payment is already included in our cash flow. We chose these as cautious planning rates; ask the lender for the real rates, which may be lower or higher.

What we are offering the lender: the equipment and a personal guarantee.

A smaller first step, if needed. If we cannot raise the full amount right away, we can start smaller and grow into this plan:
- Phase 1: start with a few facilities and a small clinician pool, which lowers the startup costs and the loan.
- Phase 2: once the first facilities are steady, add recruiters and more facilities and follow this plan.
To plan the smaller start, make a copy of this plan (use Duplicate) and lower the numbers to match.

All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Your resume and a personal financial statement (a list of what you own and what you owe; lenders usually provide a form).
- Business registration papers and your EIN (your business tax number from the IRS, free at irs.gov).
- Your nursing license and proof of insurance.
- Your payroll provider agreement and a sample facility contract.
- Your credentialing checklist.
- A list of facilities you plan to approach.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Nurse and Aide Staffing (per billed hour): about $45 in Year 1, rising to $51; about $34 in direct costs, rising to $38; about 14,000 in Year 1, growing to 54,000.
- Allied Health Staffing (per billed hour): about $60 in Year 1, rising to $68; about $46 in direct costs, rising to $52; about 3,000 in Year 1, growing to 15,000.
- Direct Hire Placements: about $7,500 in Year 1, rising to $8,441; about $700 in direct costs, rising to $788; about 6 in Year 1, growing to 22.
- Nurse and aide staffing bills about $45 per hour with about $34 per hour in clinician pay and payroll costs, allied health about $60 per hour with about $46 in costs and a direct hire placement about $7,500.
- Prices rise about 2% a year.
- Equipment ($10,000 in Year 1) covers computers, a phone system and office setup, and later years ($1,000, $2,000, $1,000 and $2,000) replace and add equipment.
- Pay (a full year, per person): owner / Clinical Director $70,000; recruiter and Credentialing Specialist $46,000; payroll and Admin Coordinator $38,000.
- Other yearly costs in Year 1: office Lease and Utilities $24,000, insurance $22,000, software $18,000, marketing $14,000, credential Verification and Background Checks $10,000, admin $6,000. These grow between 3% and 5% a year.
- Customers and payers pay about 44 days after service, so at the end of Year 1 about $102,600 is still owed to us. Income tax at 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Startup Costs