Key Takeaways:
- Connext Global Solutions was reviewed by KLAS Research in its 2026 First Look report, based on direct interviews with five client organizations.
- Because the sample falls under KLAS’s six-organization threshold for a fully rated score, the findings carry a “Limited Data” designation, which we’re disclosing rather than glossing over.
- Clients cited candidate screening quality and reduced management burden, tied to Connext’s co-management model, as the most valued parts of the relationship.
- Feedback also pointed to opportunities for more direct communication and tighter pre-screening, informing how the service model is evolving.
- The KLAS report adds to a broader pattern of third-party recognition, including Great Place to Work® certification and Everest Group’s FAO PEAK Matrix “Major Contender” placement.
When healthcare organizations evaluate offshore staffing partners, vendor-written case studies only go so far. Sales decks highlight the wins, but they rarely reveal what happens day-to-day when an offshore team takes over core administrative or revenue cycle functions.
We wanted a candid, independent look at how our clients feel about working with us. KLAS Research, an independent research and insights firm, interviewed our clients directly as part of its Connext Global Solutions 2026 KLAS First Look Report.
A First Look report is KLAS Research’s evaluation of a company not previously rated by KLAS, built entirely on direct interviews with that company’s own clients rather than vendor-submitted materials. They spoke with organizations that use Connext for administrative and revenue cycle management (RCM) support.
Here is what the research uncovered, where our clients see the greatest value, and how we are using their direct feedback to refine our service model.
At a Glance: The Scores
KLAS surveyed a mix of healthcare organizations (including MSOs, vendors, and laboratories) that tap Connext for dedicated accounting, finance, and RCM support.
Key Performance Findings
- Overall Performance Score: 92.7 (100-point scale)
- Ability to Drive Expected Outcomes: A-
- Likelihood to Recommend: A
- Would Buy Again: A+
Note on Methodology: Because KLAS interviewed five unique client organizations for this initial assessment, these scores carry an early-stage “Limited Data” designation per KLAS methodology (which requires six or more interviews for a fully standardized rating). Rather than waiting to build a polished story, we chose to share these early insights immediately.
3 Areas Where Connext Drives the Greatest Impact
While the ratings offer a high-level view, the direct feedback from healthcare leaders highlights the specific operational areas where Connext makes the biggest impact day-to-day:
1. Candidate Quality & Long-Term Engagement
A primary concern for healthcare leaders offshoring RCM or back-office tasks is candidate quality. Will the team have the specialized skills needed to execute?
In the report, screening quality emerged as one of Connext’s strongest differentiators. One Chief Financial Officer noted that Connext “always sources great candidates,” pointing to a structured pre-interview process where client teams review clear volume metrics and screening data before moving forward.
Furthermore, respondents highlighted that Connext stays engaged long after the placement is complete through continuous performance check-ins tied directly to client-defined KPIs.
2. Real Co-Management: Reducing Management Burden Without Losing Control
Across the board, clients cited a reduction in internal management burden as the primary driver of value.
Offshoring fails when it acts like a “black box,” where tasks disappear into an outsourced vendor with zero visibility. It also fails when onshore leaders micro-manage foreign staff, effectively taking on a second HR job.
Connext operates as an Employer of Record (EOR) and Co-Management Partner. Connext handles the operational heavy lifting, while the client retains complete authority over workflows, accuracy standards, and daily execution.
| Operational Area | What Connext Manages (Heavy Lifting) | What You Retain (Control) |
| Talent Acquisition | Rigorous sourcing, skills testing, preliminary vetting | Final interview approval & team culture selection |
| HR & Logistics | Payroll, local compliance, hardware, benefits, IT security | Setting daily work schedules & priority tasking |
| Performance Oversight | Attendance tracking, initial KPI monitoring, PIP execution | Setting accuracy benchmarks & operational SLAs |
As one Director interviewed by KLAS explained, their internal leadership no longer spends hours managing HR logistics or onboarding protocols. They direct the work, while Connext manages the infrastructure behind the people delivering it.
3. Transparency First: How Feedback Drives Our Evolution
Independent research is only useful if you act on it. While the initial feedback was overwhelmingly positive, clients also highlighted clear areas for growth:
- Direct communication channels – Some client leaders expressed a desire for more direct, real-time access to line-level offshore staff rather than routine operational queries through account managers.
- Tighter pre-screening filters – Respondents requested even tighter candidate alignment prior to final-round executive interviews.
This is something we already address as standard practice. Operations managers hold daily check-ins directly with clients, giving them consistent, real-time visibility into their offshore team rather than routing every update through periodic reviews.
Alongside that, we set up direct communication channels between clients and their team, tailored to what works best for each engagement. We also continue to refine pre-interview evaluation matrices alongside client hiring managers.
A Broader Pattern of Third-Party Validation
The 2026 KLAS First Look report is one piece of a broader narrative. Over the past year, Connext has earned recognition across three distinct operational dimensions:
- Growth and Stability – Recognized on the Inc. 5000 list of America’s fastest-growing private companies for five consecutive years, ranking No. 841 in 2026.
- Market Position – Included in Everest Group’s FAO PEAK Matrix®.
- Workplace Culture – Certified as a Great Place to Work® in both the Philippines and Colombia.
When healthcare clients, industry analysts, and offshore employees all evaluate an organization favorably, it signals a sustainable staffing model.
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Conclusion
A KLAS Research First Look report will not tell a healthcare executive everything about a staffing partner. A few interviews are a start, not a verdict, and KLAS is explicit about that limitation. What the report does offer is something rarer in this category: client feedback collected by a third party with no stake in how Connext is perceived.
For healthcare organizations evaluating offshore staffing partners, that kind of independent input is worth reading in full. The complete Connext Global Solutions 2026 First Look report is available directly through KLAS Research.
Why Partner with Connext
Connext operates as an EOR and co-management partner for healthcare organizations building offshore administrative and revenue cycle teams. Connext handles recruiting, employment, payroll, and local compliance. Clients keep direct oversight of daily work, KPIs, and quality standards.
That structure is what respondents in the KLAS report described when they talked about reduced management burden without losing control. It is not a black-box outsourcing model. It is a staffing partnership built so the client stays in charge of outcomes while Connext manages the infrastructure behind the people delivering them.
Contact Connext to discuss a co-managed staffing model built around your workflows, standards, and growth goals.
Frequently Asked Questions
What separates a strong offshore healthcare staffing partnership from a weak one?
The strongest partnerships pair rigorous candidate screening with consistent account management. Organizations get the most value when their offshore staffing partner communicates proactively about performance, flags issues before they become problems, and treats onboarding as a shared responsibility rather than a one-time handoff.
How involved should a healthcare organization stay in managing an offshore RCM or administrative team day-to-day?
Healthcare organizations should retain ownership of KPIs, quality standards, and workflow decisions, even when a staffing partner handles employment and infrastructure. The most effective model treats offshore team members as an extension of the internal team, not a separate function to check in on occasionally.
What communication cadence should healthcare organizations expect from an offshore staffing partner?
At minimum, expect regular check-ins tied to individual performance metrics, not just periodic account reviews. Organizations with more complex needs should ask upfront how issues get escalated and how much direct access they will have to the team members doing the work.
What roles do healthcare organizations typically use offshore staffing partners for?
Common roles include intake specialists, patient care coordinators, billing specialists, and dedicated accounting or revenue cycle management support. Many organizations start with one function and expand into others once the operating model proves out.
What should a healthcare organization look for in third-party validation before selecting a staffing partner?
Look for evaluations built on direct client interviews rather than vendor-submitted case studies, and check whether the data reflects a broad or limited client sample. Independent research firms typically disclose their methodology and sample size, which is worth reading before drawing conclusions from any single score.
