Expertise
Three engagements with one subject: the engine that produces new patients for a healthcare business, how much of the investment case depends on it, and what it takes to make that growth durable.
Three engagements
Each engagement can stand alone. Together they follow one growth case from the first look at a target to the evidence a buyer will test.
01Before close
An evidence-based review of the patient-acquisition engine behind a target’s growth case: what new patients really cost, how efficiently marketing turns demand into visits, and whether the assumptions in the model hold.
02After acquisition
Turning the assumptions in the investment case into working growth systems: an acquired practice’s demand, intake and measurement brought onto the platform without losing patient volume in the transition.
03Hold period to exit
Sustained growth performance across platforms and portfolio companies: patient growth measured consistently, funded where it returns, and reported in terms a board and a future buyer will recognize.
Across the lifecycle
A fast read on whether the growth assumptions in the CIM are plausible from the data available. Patient Marketing Diligence
A full PMD review across seven dimensions, run alongside financial, commercial and technical diligence. Patient Marketing Diligence
Secure accounts and data at close, then move demand, intake and measurement onto the platform. Post-Acquisition Growth Integration
Run patient growth as a managed driver of value, with reporting the board and lenders can rely on. Portfolio Growth & Value Creation
Assemble the evidence a buyer’s diligence team will ask for, before they ask. Portfolio Growth & Value Creation
How we work
We write for both sides of the table: the investment committee that has to decide, and the team that has to deliver.
Findings are built from source data (advertising accounts, call tracking, scheduling and practice-management records), not from summary decks. Where data is missing, that is a finding in itself.
Every observation is translated into what it means for the model, the integration plan or the exit story, and into what an operating team can act on.
Work is scoped to the decision in front of you and the time available: a pre-LOI screen is not a confirmatory review, and neither is an operating cadence.
We connect patient acquisition costs, conversion performance and growth capacity to the financial assumptions driving healthcare investments.
Start a conversation
Whether you are evaluating a target, integrating an acquisition or planning an exit, a first conversation is a working session on the deal, not a presentation.
