Healthcare operations leader for multi‑site provider groups
I have run operations for dialysis, ABA, behavioral health, and specialty care organizations for 19 years. I take on fractional and interim COO work through my firm, Sinclair Operations Group, and I am open to a permanent COO or VP of Operations role.
Based in New Jersey, near Newark Airport (EWR). Available for travel, and open to relocating for the right role or project.
Recent Results
Figures come from fractional, interim, and permanent operating roles. Client names are confidential, and references are available on request.
Staffing fill rate in 90 days across 16 sites running 24/7 with more than 2,200 employees.
Billing lag after rebuilding the handoffs between operations and revenue cycle with the CFO.
EBITDA improvement in four months at a $45M multi-site platform.
Children in active care within nine months of opening de novo clinics. Families started treatment 30 days sooner.
Acute hospitalizations across 12 centers and 1,800 patients, with $2.5M in annual cost avoidance and CMS Five Star ratings up 1 to 1.5 stars.
Stakeholder escalations after adding a supervisor layer, values-based training, and weekly Level 10 meetings for 15 managers.
Financial Impact
Operations work should show up on the P&L. These are the largest financial results from my roles and engagements.
EBITDA improvement in four months at a $45M multi-site specialty care platform
Cost avoidance from 35% fewer acute hospitalizations across 12 dialysis centers
Capital deployed to open 5 dialysis clinics at Fresenius Kidney Care
EBITDA growth at an ABA startup, with therapist utilization up 10% to 20%
Fractional and Interim COO Services
I work alongside a CEO, founder, or PE operating partner. Every engagement includes training your managers to run the systems we put in place.
Free Intro Call
30 minutesFor leaders deciding whether they need outside operating help.
- Review of the metrics you track today
- Discussion of the decision you are facing
- An honest read on whether I am the right fit
Operations Diagnostic
4 weeks, fixed scopeFor groups that know something is off and want a clear plan.
- Two site visits and up to 12 staff interviews
- Review of P&L, KPIs, staffing, scheduling, and payer data
- Findings report with a fix and an owner for each finding
- 90-day roadmap, draft scorecard, and executive readout
Leadership Partner
Monthly advisoryFor a CEO or COO who wants an experienced operator to think through decisions with.
- Two strategy sessions and weekly check-ins each month
- Board and investor prep
- Coaching on difficult conversations
- Quarterly goal and scorecard review
Fractional COO, Core
About 1 day a weekFor a single region or a group without a weekly operating rhythm.
- Everything in Leadership Partner
- Weekly Level 10 meetings, scorecard, and quarterly priorities
- KPIs broken down into daily actions for front-desk staff
- One new SOP or automation each month
Fractional COO, Embedded
About 2 days a weekFor multi-site groups that need execution as well as a plan.
- Everything in Core, across all sites
- On-site days each month
- One Lean improvement project each quarter
- Project management for up to two major initiatives
- Coaching for up to six mid-level managers
Interim COO
3 or more days a weekFor a leadership gap, acquisition, or transition.
- Full operating responsibility with direct reports
- Everything in Embedded
- Hiring and onboarding your permanent COO
Leading Indicators First
Monthly financials, EBITDA, and survey results show what already happened. I call that the news report. By the time a margin problem appears on the P&L, its cause is often six to eight weeks old.
I manage from what I call the weather report: the daily numbers that predict next month's results. These include open shifts, call answer rate, authorization backlog, days from visit to claim, and escalations by site. Each number gets an owner, a threshold for attention, a threshold for action, and a weekly review.
I call my leadership style Fulcrum Leadership. It means balancing the data and systems side of a company with the people and values side, so neither one is managed at the expense of the other.
Treat People Well, and Service Gets Better
For six years I coached the Rutgers University Martial Arts Team at Cook College. The team won multiple first-place finishes at intercollegiate competitions in both individual and team events.
Coaching shaped how I run operations. Students improved fastest when they were treated with respect, given clear standards, and coached a little every day. Clinic teams work the same way. When managers and front-line staff feel supported, they stay longer, patients get better service, and the results show up in quality scores and the P&L.
Martial arts is also how I think about continuous improvement. Nobody earns a black belt in a month. Progress comes from small corrections made consistently over years. In operations, that means a weekly review of the numbers, one fix at a time, and an owner for each fix.
The goal is a self-reliant team that owns its results. Every manager and front-line staff member should be able to name the company's top 3 goals and explain how their daily work moves one of them. When people know the goals and own their numbers, they fix problems at the site level instead of waiting for an executive.
I have trained since age 10 and hold a brown belt in Brazilian jiu-jitsu. Training keeps me humble, and it reminds me that the person learning deserves patience. I bring that to every team I lead.
Career
- 2020 - Present
Principal, Fractional and Interim COO
Sinclair Operations Group, New JerseyOperating partner to CEOs and COOs at PE-backed and founder-led platforms in ABA and behavioral health, a 24/7 New York City government health contract, women's health, ophthalmology, virtual care, and urgent care. Results include staffing fill from 65% to 105% in 90 days across 16 sites, a $2.8M EBITDA gain in four months, and de novo ABA clinics that grew from 20 to more than 110 children in care.
- Five years
Director of Operations
Fresenius Kidney CareRan 12 dialysis centers serving 1,800 patients, with responsibility for CMS survey readiness, QAPI, staffing and chair capacity, census growth, and payer mix. Reduced acute hospitalizations 35%, avoided $2.5M a year in costs, raised CMS Five Star ratings by 1 to 1.5 stars, and opened 5 clinics on $18M of capital.
- Earlier roles
Operations Leadership
Valley Health System and Affiliated PhysiciansHospital and physician group operations, including EHR implementation, out-of-network billing, utilization review, and patient access.
Hiring a COO or VP of Operations?
I am looking for a permanent role with P&L ownership at a PE-backed or VC-backed multi-site healthcare platform in the New York, New Jersey, and Pennsylvania area. I am open to hybrid arrangements, travel, and relocation. References are available on request.
About Bradley
I started in hospital and physician group operations, spent five years running dialysis centers at Fresenius Kidney Care, and founded Sinclair Operations Group in January 2020. Since then I have worked directly with CEOs and COOs across seven industries.
I lead with data and with respect for the people doing the work. When I bring bad news to leadership, I bring a plan with it. I judge my work by whether the systems keep running after I leave.
- EducationMPA, Healthcare Administration and Public Health Policy, Seton Hall University. BS, Kinesiology and Exercise Science, Rutgers University.
- MethodsEOS and Level 10 meetings, OKRs, Lean Six Sigma methods, Power BI, Power Automate, and AI tools.
- ServiceFormer volunteer firefighter, East Franklin Station 27.
- CoachingCoach, Rutgers University Martial Arts Team, Cook College, for six years. Multiple intercollegiate first-place finishes in individual and team events.
- Outside workBrazilian jiu-jitsu brown belt, training in martial arts since age 10, and a coach for kids' classes. At home I am a loving dad to two dogs and a cat.
- TravelClosest airport is Newark (EWR). Available for travel, and open to relocating for the right role or project.
Articles
Read the Weather, Not the News
Why multi-site leaders should manage shift fill, call answer rate, and authorization backlog instead of waiting for the monthly P&L.
Read the articleWhen the Dashboard Light Comes On
What a car dashboard teaches about early warning signals and routine maintenance in clinic operations.
Read the articleScale Trust as Fast as Headcount
How to keep culture and accountability intact when de novo sites and acquisitions add people quickly.
Read the articleFree Checklist: 12 Leading Indicators for Multi-Site Operators
A two-page scorecard: the 12 numbers to review each week, how to define success for each one, how to score your week, and a team ownership check. It also tells you when your score means it is time to get outside help.
Frequently Asked Questions
What does a fractional COO do for a healthcare company?
A fractional COO runs or rebuilds operations part time, usually one to three days a week. For a multi-site provider group, that means staffing and scheduling, patient access, revenue cycle handoffs, site leadership, and the weekly meeting and KPI rhythm. The work is hands-on, and the goal is for your own team to run it afterward.
How is a fractional COO different from an interim COO?
A fractional COO works part time on a defined scope alongside your existing leaders. An interim COO steps into the seat with direct reports during a leadership gap, acquisition, or transition, usually three or more days a week, and helps hire the permanent replacement.
What types of healthcare organizations does Bradley Sinclair work with?
Multi-site provider groups that are PE-backed, VC-backed, or founder-led. Past work includes ABA and autism care, behavioral health, dialysis, urgent care, ambulatory surgery, ophthalmology, women's health, virtual care, and a 24/7 government health contract in New York City.
How much does a fractional COO engagement cost?
Cost depends on scope and time commitment. Options range from a fixed-scope four-week diagnostic to an embedded engagement of about two days a week. Bradley shares pricing after a free 30-minute call, once he understands the number of sites and what needs to change.
Is Bradley Sinclair open to a full-time COO or VP of Operations role?
Yes. He is pursuing a permanent COO or VP of Operations role with P&L ownership at a multi-site healthcare platform in the New York, New Jersey, and Pennsylvania area, and is open to hybrid arrangements and travel. Recruiters and hiring teams can email him directly.
Where is Bradley Sinclair based?
Northern and central New Jersey, near Newark Airport (EWR). Bradley works on site with clients in New Jersey, New York, Pennsylvania, and Connecticut, travels for projects in other states, and is open to relocating for the right role or project.
How does an engagement start?
With a free 30-minute call. You describe your sites, your numbers, and the problem in front of you. If there is a fit, the usual next step is the four-week Operations Diagnostic, which produces a 90-day plan with named owners.
Book a Free 30-Minute Call
If your scorecard has more than 4 lines marked Act, or more than 4 lines have stayed on Watch for 3 months, it is time to talk.
- Before the CallPick a time that works for you. No forms beyond your name and email.
- On the CallWe review your numbers, your top 3 company goals, and where your team is stuck.
- After the CallYou leave with a short list of what to fix first, whether or not we work together.
Hiring a COO or VP of Operations? Email me about the role. I reply within one business day. [email protected] · LinkedIn