For private equity investors and investment banks, the difference between a good practice and a great investment is often fixable. We find the gaps, help close them, and help practices earn a stronger valuation.
Closing the deal was the easy part. Then technology integration and process improvement become the bigger challenge.
Buying practices is often easier than making billing, workflow, and reporting run the same way across them.
We bring a ready playbook for billing, workflow, and reporting, so integration starts the week you close.
We grew the platform, and the write-offs grew with it.
Each new practice can bring its own denials, underpayments, and billing costs. Scaling first multiplies the leak.
We fix denials and write-offs at each practice before you add the next one.
We can't tell which physicians need support until the year-end numbers come in.
Production between physicians in the same practice can vary several-fold, and averages hide it.
Monthly provider-level benchmarks show who needs support while there's still time to help.
The platform performs better than our payer rates suggest.
Contracts negotiated by individual practices rarely reflect what the platform can prove.
We pull outcome data across the platform and use it to renegotiate rates at the platform level.
We pass on practices we'd love to own if a few numbers were different.
Many practices fall short of an acquisition threshold for fixable reasons.
We fix the numbers that kept those practices out, then bring them back for another look.
Buyers keep asking for numbers we can't pull quickly.
When numbers come from systems that don't agree, diligence takes longer and multiples suffer.
We set up clean, reconciled reporting, so diligence numbers are ready when buyers ask.
You've already done the expensive part: the evaluation, the meetings, the diligence. Many of those practices missed for reasons that can be fixed. We take on the burden of the fixes, so the work you've already done turns into cash flow and value for your LPs.
We put every practice and provider on the same measures, fix the biggest gaps first, and make the fixes repeatable across the portfolio.
Every practice and provider on the same measures, so the gaps are obvious.
Revenue cycle and provider productivity first, then add practices.
Billing and workflow that plug into each acquisition.
Outcomes data that supports stronger payer contracts across the platform.
Most banks pass on far more practices than they take, often because the numbers aren't ready yet. Send us the practices you've said no to. We review each one, help fix what kept it out, and bring it back ready for another look.
Starting with net collection rate and days in accounts receivable (A/R).
Starting with payer rates against the market.
Starting with productivity and alignment.
Starting with workflows and staffing.
The full readiness checklist is shared in your readiness review.
Not a pitch. A working session with your deal or portfolio team and ours, built around one practice and the fastest financial wins in it.
In a $30M practice, lowering the all-in cost of billing from about 40% to 15% of gross annual revenue could free about $7.5M a year. At an assumed 10x multiple, that would be about $75M in value.
Illustrative math at an assumed 10x multiple. Not a valuation.
Start with a conversation. Bring the practices you own, or the ones you passed on.
