About
About Brian Biddulph-Krentar
Call me BBK.
I’m a founder and operator who has spent his career turning promising ideas into stronger, more scalable businesses.
callmebbk
I’ve sat in the founder’s chair.
I’ve started and led three companies, navigated acquisitions from both sides of the table, and learned what it takes to build a SaaS business that can grow without losing its focus.
My work has taken me across product, sales, marketing, client success, partnerships, and strategy. That range matters because growth rarely depends on one department alone. It takes a clear plan, the right people, useful measures, and the willingness to change what isn’t working.
I bring that operating experience to BKCG. When I work with a founder or leadership team, I want to understand the real constraints, find the next practical move, and help turn a strategy into something the team can execute.
Brian Biddulph-Krentar Soccer
From CareFlow to Magnus Health
I founded CareFlow Student Health to solve a problem my family understood firsthand: the friction and uncertainty of sharing children’s health information with schools. In 2015, CareFlow was acquired by Magnus Health, a former competitor. The integration was challenging, and it pushed us to rebuild teams and processes while continuing to serve customers.
I later became CEO of Magnus Health. With a strong team and investment partner, we sharpened the product, built repeatable sales and marketing processes, and strengthened client success. Magnus Health was acquired in 2019. That experience shaped how I think about leadership: listen closely, face the numbers, and build systems that make good work repeatable.
What I’m working on now
Today I serve as CEO of SchoolSims, where we help educators practice difficult decisions through simulations. I also work with entrepreneurs through York College of Pennsylvania’s J.D. Brown Center for Entrepreneurship and the Weinstock Venture Investment Fund.
Those roles keep me close to the work I enjoy most: developing products, helping teams grow, and supporting people who are building something new.
Start with the real problem
Listen to customers and the team before settling on a solution.
Make growth measurable
Use a small set of useful metrics to guide decisions and spot friction.
Build for execution
Give people a plan they can use, revisit, and improve.
Let’s talk about what comes next.
If you’re refining your SaaS strategy, improving how your team operates, or preparing for a new stage of growth, I’d be glad to hear what you’re working through.