Jonathan Herps: Welcome back to Entrepreneurs Stories: Scaling Up — Episode 113. I'm joined today by Ryan Kevin, Director and Co-Owner of One Medical, calling in from Dubai at 5:00 AM. Ryan, welcome.
Ryan Kevin: Hi Jonathan, thanks for having me — apologies for the early hour and the lack of preparation on my end!
Jonathan: No worries at all. Let's jump straight in. Tell us a bit about your entrepreneurial journey and One Medical.
Ryan: I'm what I'd call a true career recruiter. I graduated in 2006 and fell into recruitment — as most people do. I spent three years in the UK working in pharmaceutical and engineering sectors with major clients like GlaxoSmithKline and Pfizer. In late 2009, I relocated to Australia and transitioned into medical — specifically locum doctor — recruitment.
In 2010, I joined an Australian subsidiary of a UK firm at startup stage. We grew from three people to around 50 over five years, becoming one of the dominant players in the Australian market. In 2015, we were acquired by a larger UK-listed company. By the time I departed in 2018, I was overseeing both the Australian and New Zealand operations — a combined team of nearly 70 staff.
After a year out — partly by choice, partly due to restrictive covenants — I reunited with former colleagues in 2019 to join One Medical, which had been founded in 2018 by Ben Lepley. We've now been operating for just over five years. Today we run 24 people in Australia, five in Ireland, and a further group of outsourced staff across various countries — approximately 36–37 in total across the group.
Jonathan: Congratulations on that growth. You're specifically focused on doctors?
Ryan: Yes — exclusively doctors. Medical recruitment sits in its own bubble entirely separate from the broader recruitment spectrum. Doctors rarely apply for positions; they don't need to. The market is characterized by high demand and limited supply. And even within healthcare recruitment, doctor placement and nurse placement are very different disciplines — rarely blended at an individual level.
Jonathan: If you had to start from scratch, what personal or leadership development areas would you prioritize?
Ryan: Routine — without question. It's talked about often but rarely taken seriously in professional development circles, because people tend to focus on hard skills. But a solid routine — adequate sleep, daily exercise, managing social commitments — creates the right mindset to sustain the energy that running a business demands every day. The second area is psychology and mindset. Understanding yourself, the people you're managing, and the people you're selling to is foundational. I invested heavily in this early in my career and I think we all need to return to it more consistently.
Jonathan: What do you look for in employees and how do you build a positive culture?
Ryan: It depends on the seniority of the role, but across the board in recruitment, drive and ambition are non-negotiable. Recruitment is the only form of selling where you're simultaneously selling a moving target — a person — in two directions at once. That complexity demands resilience. For candidates without prior recruitment experience, we look at achievements outside the workplace — particularly in sport. Consistent sporting achievement signals the kind of dedication, discipline, and tenacity the role requires. Ultimately, though, no matter how thorough your process, a significant element of hiring still comes down to gut feel. You never truly know someone until you've worked with them.
Jonathan: What's been your biggest learning as a business owner?
Ryan: The need to keep learning. I've been in this industry in Australia for 14 years and I still discover something new every single week. The world has changed dramatically since I entered the workforce, and it's going to change even more rapidly in the next decade. The biggest lesson is staying proactive — continuously visualizing where you're heading, identifying potential pitfalls early, and avoiding complacency. I wouldn't describe myself as pessimistic, but I am realistic — always thinking about what could go wrong and what I can do to get ahead of it.
Jonathan: What are your main challenges going forward?
Ryan: Three key areas. First, staff — finding, retaining, and keeping good people engaged is a constant challenge and without strong staff, you have nothing. Second, doctor supply — there is a well-documented shortage and geographic misdistribution of doctors across Australia, New Zealand, the UK, and Ireland. Even the best recruiter can't place doctors who don't exist. Third — and this is increasingly concerning — is the growing weight of government legislation. Compliance has become significantly more complex and costly. Legislation designed broadly is inadvertently capturing businesses like ours, and the risk of being legislated out of viability is real.
Jonathan: When you think of the word "successful," who comes to mind?
Ryan: Honestly, I think of the experienced recruitment leaders who are now openly admitting they wouldn't want to be starting over in today's environment — and wouldn't want to do it alone. There's something validating about hearing that from people with decades more experience. It confirms that the challenges we face aren't simply a product of overthinking or inexperience — they're real. I've been very fortunate to work alongside my business partner, Ben, for many years. We share similar values and thinking, which has made a significant difference. I've heard too many stories of co-founder conflict slowing businesses down.
Jonathan: Are you a reader or podcast listener? Any recommendations?
Ryan: Podcasts, primarily — they fit into movement and commute far more naturally than reading. There's also something powerful about hearing the tone and delivery of the person speaking; context is so much richer than text alone. I listen mostly to recruitment-specific podcasts — the Mint Recruitment Podcast with Pete Watson and the Hoxo Academy Podcast with Sean Anderson are two I'd highlight. They consistently feature interviews with recruitment leaders and provide strong industry perspective.
Jonathan: Any final advice for entrepreneurs and aspiring business owners?
Ryan: Two things. First — cash flow. Everything ultimately lives and dies by your financial processes. Monitor it constantly and build the right systems from day one. Second — don't equate growth with success at all costs. We've deliberately slowed our growth on two occasions to consolidate, get our foundations right, and then push forward again from a position of strength. We were on the AFR Fast 100 Starters list last year, and graduated to the established Fast 100 list this year. But sustainable, intentional growth will always outperform rapid, unchecked scaling — because growth masks problems, and those problems eventually surface.
Jonathan: That's a brilliant note to finish on. Ryan, thank you so much for your time — especially at 5 AM in Dubai!
Ryan: Thank you, Jonathan. Really enjoyed it.
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