Bill Heller, Chief Sales Officer, CHG Healthcare – South Florida

In an interview with Invest:, Bill Heller, chief sales officer of CHG Healthcare – South Florida, discussed the company’s impact on healthcare staffing, its role in addressing provider shortages, and the growing influence of telehealth. “Ultimately, we’re ensuring patients receive quality care while giving providers sustainable career options.”

What milestones has CHG Healthcare reached in South Florida over the last year?

We’re the nation’s leading physician-centered healthcare staffing company, placing physicians and other practitioners — including occupational and physical therapists, nurse practitioners, and physician assistants — in temporary roles nationwide. Along with staffing, we provide clinical, technology, and consulting services.

This past year, we surpassed 4,000 employees companywide, with 1,100 in Fort Lauderdale. We placed 13,000 physicians across the country, impacting 28 million patients. That’s our greatest accomplishment — ensuring patients, whether in rural areas with limited access or in busy metro regions, receive the care they need.

We’re also proud to be a top employer. Most recently, the Sun Sentinel again recognized us as a “Best Place to Work.” We were also on Fortune’s “Top 100 Best Companies to Work For” list for 12 years before we stopped applying. Our positive workplace culture translates into the work we do.

Giving back is another key achievement. Employees receive two paid volunteer days annually, and we partner with organizations like Habitat for Humanity and local food pantries. Globally, we’ve sent medical teams on humanitarian missions to Africa, Guatemala, South America, and Poland to assist Ukrainian refugees. Doing meaningful work is especially rewarding in today’s world.

South Florida presents unique staffing challenges due to seasonal population shifts. The population drops in summer and surges in winter with snowbirds. Constant hiring and layoffs would be unsustainable for hospitals, so we help manage fluctuating staffing needs, ensuring full coverage during peak seasons without overstaffing in the off-season.

What shifts in demand have you observed in the South Florida healthcare market, particularly in workforce solutions?

There aren’t enough healthcare providers — doctors, nurses, or allied health professionals — to meet demand, and the shortage is worsening. As the population ages, healthcare needs rise dramatically. People over 65 need three times more care than younger individuals, and by 75, that can increase to five or six times. South Florida, with its large retiree population, feels this pressure acutely.

Rural areas in South Florida also struggle to attract providers, further limiting healthcare access.

Another major shift is the growing reliance on physician assistants (PAs) and nurse practitioners (NPs). With too few doctors graduating to meet demand, these professionals are filling critical gaps. Across the U.S., and especially in South Florida, PAs and NPs are taking on more responsibilities, and patients are seeing them more frequently in place of medical doctors.

What specialties are in highest demand right now, and how is CHG Healthcare positioning itself to meet these needs?

Acute specialties requiring advanced expertise are in particularly high demand. Oncology is one of the fastest-growing areas as cancer remains a significant health challenge. Most of us know someone affected, so the need for oncologists continues to rise.

Psychiatry is another rapidly growing specialty. As mental health awareness increases and stigma declines, more people seek care, driving demand for mental health providers.

Other specialties fluctuate based on seasonal and situational factors. For example, during severe flu seasons, ER doctors and hospitalists are in high demand. Public health trends heavily influence these needs, and we continuously adapt to meet them.

How does your staffing model help alleviate the burnout crisis among healthcare professionals?

Burnout is a major challenge caused by the imbalance between supply and demand. There aren’t enough providers, yet the need for care keeps growing, leading to overworked practitioners.

I recently spoke with an ultrasound technician who performs 17 scans daily — one every 15 minutes. That level of workload is unsustainable, and it’s happening across the industry.

We help in several ways. Hospitals often take six months to two years to hire a permanent physician. We can place a qualified doctor in as little as four to six weeks, easing the burden on existing staff.

For physicians, our locum tenens, which is temporary staffing, model offers flexibility that traditional roles don’t. Doctors can work a few months, take time off, set their schedules, and avoid hospital bureaucracy. This autonomy reduces burnout and improves job satisfaction.

Ultimately, we create solutions that benefit both healthcare organizations and providers, ensuring patients receive quality care while offering medical professionals more sustainable career options.

How has telehealth evolved, and what role does it play in CHG Healthcare’s strategy?

Before COVID, telehealth was a tiny fraction of healthcare spending. During the pandemic, it surged into double-digit percentages as both patients and providers embraced it. While it has since stabilized around 4-5% of healthcare spending, it’s clear telehealth is here to stay.

Adoption hasn’t grown further because health systems are still refining how to use it effectively. Over the next five years, we expect continued improvements as hospitals determine where telehealth works best.

At CHG Healthcare, we’re fully invested in this shift. Our dedicated telehealth division is one of our fastest-growing sectors. Telehealth aligns with our flexibility model, allowing physicians to work part-time or full-time on their terms. As hospitals get more strategic, telehealth will only expand, making it an even bigger part of our business.

Beyond convenience, telehealth has financial and logistical advantages. It eliminates the need for brick-and-mortar facilities, improves access to care, especially in rural areas, and connects patients with specialists they wouldn’t otherwise reach. Rather than driving an hour to see a therapist or psychiatrist, patients can now receive care remotely. That’s a game-changer, and we’re excited to lead in this space.

What role does innovation play in your staffing approach, and how do your technologies enhance efficiency for clients?

Innovation is at the core of what we do. If you’re not leveraging AI and technology to improve the customer experience, you’re already behind.

We’ve invested heavily in technology to streamline staffing for both clients and providers. Our online portals make workflow management easier for hospitals and practitioners, and our recently launched mobile apps give physicians more flexibility and accessibility.

One of our biggest innovations is Locumsmart, the industry’s leading physician staffing solution. Through workforce solutions and consulting, we help hospitals optimize staffing, manage float pools, and identify coverage gaps. We also assist healthcare organizations in maximizing efficiency, improving patient satisfaction while enhancing profitability.

Additionally, we’re leaning into AI to drive workforce innovation. Companies that don’t embrace these advancements will fall behind, but we’re committed to staying ahead of the curve.

What are CHG Healthcare’s top priorities for growth and impact in the South Florida market over the next few years?

South Florida is a key market for us — our largest office outside Salt Lake City, with over 1,000 employees across four floors in Fort Lauderdale. A top priority is maintaining our reputation as a great place to work, where employees feel valued and want to refer others.

From a healthcare standpoint, we’re committed to addressing physician shortages. Healthcare makes up about 20% of U.S. GDP, and we aim to be part of the solution by offering flexible career paths that help doctors extend their careers and avoid burnout.

We’re also focused on innovation — going beyond staffing to become a full-service workforce solutions provider. That means helping clients improve patient care, optimize staffing, boost retention, and drive revenue.

Beyond business, we’re committed to global impact. I led a mission to rural Kenya, where our physicians performed critical procedures while training local doctors to continue the work long after we left. That kind of sustainable impact drives us.

How is CHG Healthcare involved in the Fort Lauderdale community?

We’re deeply connected to the Fort Lauderdale community and actively support local businesses and events. Each week, we invite different local eateries to set up shop in our office, giving employees great food options while helping small businesses.

We also host engagement events throughout South Florida. Recently, we rented out a local bar for a divisional kickoff and regularly organize leadership summits that contribute to the local economy.

Being an active part of Fort Lauderdale is important to us, and we’ll continue making a positive impact — both locally and globally.