Background: Military healthcare providers are central to the readiness and resilience of the U.S. Armed Forces, providing medical care to service members and their families in high-pressure environments. The DHA is focused on improving professional fulfilment of MHS staff- a key performance indicator for FY26.However, this workforce faces unique occupational stressors that contribute to a persistently high prevalence of burnout—ranging from 48% to 63% in recent studies. While burnout has been widely studied in civilian healthcare systems, little is known about how it manifests, persists, and evolves over time in military contexts, or how it influences job performance and retention. This study aimed to quantify patterns of past, current, and persistent burnout among active-duty providers and to assess its effects on work performance and job satisfaction. Methods: An online survey was administered to 129 active-duty military healthcare providers across branches and clinical specialties. Measures included self-reported experiences of prior, current, and persistent burnout, perceived work performance, and job satisfaction (i.e., consideration of leaving their current position). Data on contextual variables—such as service branch, marital status, specialty, sex, race, deployment history, years of experience, and workplace stressors—were collected. Bootstrapped propensity score matching and average treatment effects (ATE) were used to estimate the independent impact of burnout stages on performance and satisfaction while adjusting for confounding factors. Results: The majority of providers reported prior burnout (80%), current burnout (63%), and persistent burnout (54%). Respondents identified multiple workplace stressors, with the most common being excessive administrative burden (87%), military-related demands (67%), work-life imbalance (49%), lack of autonomy (49%), and hectic work environments (36%). Over half (54%) reported that burnout negatively affected their performance, and 67% had considered leaving their job in the past year. Adjusted analyses revealed that current (ATE: 0.52; 95% CI: 0.23–0.81) and persistent burnout (ATE: 0.63; 95% CI: 0.42–0.85) were significantly associated with decreased work performance and job satisfaction, while prior burnout alone did not exhibit significant long-term effects. Discussion: Findings reveal sustained and recurrent burnout among military healthcare providers, underscoring that burnout is not a transient experience but a dynamic trajectory that can compound over time. Persistent burnout strongly predicts impaired performance and decreased job satisfaction, heightening risk for turnover and readiness gaps. Addressing this challenge may require structural interventions, including reducing administrative burden, optimizing staffing models, enhancing autonomy in scheduling, and setting clear workload and leave policies. Additionally, leadership engagement and institutional accountability are essential for fostering supportive environments where provider wellbeing is prioritized. These findings highlight the urgent need for system-level reforms to ensure no military health provider is left behind in the pursuit of operational excellence and compassionate care. Methods: An online survey (N=129) of active-duty military healthcare providers assessed self-reported burnout (current, prior, and persistent), work performance (burnout affecting job effectiveness), and job satisfaction (thoughts of leaving their current position). Bootstrapped propensity score matching and average treatment effects were used to analyze these outcomes, adjusting for contextual factors such as service branch, marital status, specialty, sex, race, work experience, deployment history, and workplace stressors. Results: Most providers reported experiencing prior (80%), current (63%), and persistent (54%) burnout. On average, respondents cited five workplace stressors, including excessive administrative tasks (87%), military-related demands (67%), work-life imbalance (49%), lack of autonomy (49%), and hectic primary work environments (36%). Over half (54%) of providers indicated burnout was affecting their work performance, and 67% had considered leaving their job in the past year. After adjusting for contextual factors, prior burnout did not significantly impact work performance or job satisfaction. However, current (ATE: 0.52; 95% CI: 0.23, 0.81) and persistent (ATE: 0.63; 95% CI: 0.42, 0.85) burnout were strongly associated with declines in both work performance or job satisfaction. Discussion: Burnout follows a dynamic trajectory, with ongoing and persistent episodes significantly affecting job performance and satisfaction. Findings highlight the need for targeted interventions, such as task shifting, improving provider autonomy in scheduling, clarifying expectations and timelines for demands, and establishing policies on working hours and leave to mitigate overwork. Addressing these stressors can help optimize workplace environments and improve provider well-being.