About this episode
Noah Nuru, co-founder of Elite Care Transports in Texas and of Medivance Outsourcing, says that about two years in he was working two hours a day while 25 to 35 vehicles generated roughly six figures a month. A team of 15 to 20 people in the Philippines, paid about $5 an hour against California's $20 minimum wage, handled dispatching, fleet checks, hiring, customer service, and billing, which he puts at 80 percent of the business. He and his partner kept only broker relationships and the driving, and ran that structure until he exited in 2022.
Key takeaways
- Vague direction failed. Nuru had to write if-then rules, such as reassigning a trip to an available driver when the assigned one has not responded an hour before pickup, so nobody had to improvise.
- Elite Care had grown on bad habits: no driver training, no hiring standard, no written procedures. Installing the offshore system there meant downsizing first, so the clean build happened at the second company.
- The real blocker is not language, Nuru says. Most NEMT owners operate as self-employees who want their hands in everything, and delegating to a remote team is a different skill they do not want.
- Nuru skipped saturated California for Texas, where he says rates were high and contracts easy to win, and he tells new owners to move off brokers into private pay as fast as they can.
- They made millions with no financial plan for it. Nuru's line: if you do not make a plan for money, money makes its own plans. He tells owners to read their profit and loss statements.
Chapters
- 0:00 Introduction
- 1:47 Noah's introduction to NEMT
- 3:55 Overview of outsourcing operations
- 6:00 Step-by-step of implementing outsourcing
- 8:17 Difficult parts of outsourcing
- 10:39 Overview of the Philippines operation
- 13:00 Getting other NEMT businesses outsourced
- 19:33 What Noah does now
- 20:31 Advice to NEMT owners thinking of outsourcing
- 24:17 Final thoughts
- 27:07 RUN BAMBI RUN!!
