Brandon FlynnFounder & Chief Executive
CHRO · MHA · USMC
Eleven years of HR leadership — and the Marine Corps that came first.
This page is Brandon Flynn’s record as a human resources executive inside multi-state healthcare organizations: an HR function built from about 20 employees to 750+ across seven-plus states, due diligence and workforce integration through three acquisitions, and four new facilities staffed before carrying a workforce through the pandemic, a reduction in force and a site consolidation.
It is his individual record as an employed executive, earned before Parker Jackson Group existed. The firm is how he contracts today; it does not claim this work as corporate past performance. The page closes where the record begins — his service as a Marine Corps corporal, and the standard he carried out of it.
Twenty employees to 750+, with no HR infrastructure to inherit.
- 35×
- Headcount growth supported
- ~30%
- Labor-cost reduction
- 7+
- States of compliance
The situation. A multi-state healthcare platform was growing faster than the administrative function underneath it. There was no HRIS, no onboarding process, no compensation structure, and no performance management — pay was set case by case, and workforce data existed only in payroll.
The work. Built the HR function from the ground up across 11 to 20 sites in seven-plus states: HRIS selection and implementation, onboarding, compensation architecture and banding, performance management, and the workforce analytics that made board reporting possible. Took ownership of multi-state employment-law compliance, including EEO-1, affirmative action plans and VETS-4212 reporting, and of the investigation and disciplinary processes that determine litigation exposure.
The result. The function carried the organization from approximately 20 to 750+ W-2 employees and roughly 1,000 total workforce. Standardized compensation banding, workforce planning and operational efficiency reduced labor cost by approximately 30%. Monthly workforce readiness, retention and compliance reporting now goes to the Board.
Three acquisitions, diligenced and integrated.
- 3
- Acquisitions diligenced and integrated
- 5
- HRIS and payroll platforms run or implemented
- 7+
- States of employment-law obligation
The situation. A platform acquiring practices inherits their workforces whole — different pay structures, different benefit plans, different systems of record, and employment-law obligations that attach on day one whether or not anyone has read them.
The work. Ran HR due diligence ahead of each close: workforce cost, classification exposure, benefits liabilities and open employee-relations matters. After close, ran the integration — mapping incoming roles into the existing compensation bands, aligning benefits and systems of record, and communicating the change to employees who had just learned they had a new employer.
The result. Three acquisitions diligenced ahead of close and integrated into the platform’s workforce structure afterwards. Reconciling Workday, ADP Workforce Now, Paylocity, Paycom and Dayforce across five employers and three acquisitions is where that platform range comes from.
Four facilities opened, a pandemic absorbed, a site consolidated.
- 4
- New facilities staffed and opened
- 40%
- Staffing cycle-time reduction
- 25%
- Turnover reduction
The situation. Three workforce problems, at three employers, each with a different failure mode: a regional healthcare group opening sites faster than it could staff them and then absorbing the COVID-19 disruption; a provider organization restructuring under acute hiring pressure; and a growing medical center losing people faster than it could replace them.
The work. At the expanding group: staffed and opened four new facilities while holding full regulatory compliance, led crisis workforce stabilization and change management through the pandemic, and later executed a site closure and consolidation. At the restructuring provider: redesigned the talent pipeline and workforce plan, and modernized payroll, benefits and onboarding. At the medical center: built the HR function from nothing and ran the leadership development and engagement work. A reduction in force affecting 25 to 75 people was executed at a later employer, run to plan on notice, documentation and communications.
The result. Four sites staffed and opened. Staffing cycle time cut 40%. Turnover reduced 25%. Governance structures and employment-law compliance infrastructure left behind in each case.
Corporal, USMCUnited States Marine Corps
2011 – 2015
United States Marine Corps.
Supervised personnel in high-accountability operational environments and led quality assurance and compliance-driven processes — the habits of documentation, standards and accountability that the rest of this record is built on.
Service-disabled veteran. That status is the basis on which Parker Jackson Group is a service-disabled veteran-owned firm.
Would you rather have it as a document?
Brandon’s interim and fractional CHRO résumé — the same record in a file you can forward to a hiring committee or a client.
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Thirty minutes, no charge, and an honest answer on fit — including who else to call if the answer is no.