Expertise · Hold period to exit
Portfolio Growth & Value Creation
Patient growth run as a managed driver of enterprise value: measured consistently, funded where it returns, and reported in terms a board and a future buyer will recognize.
The investment problem
Reporting marketing activity is not the same as showing patient growth as an asset.
During the hold period, patient growth is often managed as a cost center: a monthly budget and a dashboard of leads. What creates value is different: knowing which markets return capital, where demand outstrips capacity, and which growth will still be there under new ownership.
We help operating partners and platform leadership put that discipline in place and keep it running, so the growth case at exit is supported by evidence rather than narrative.
What we evaluate
Six levers of patient growth, each with its evidence of progress.
Acquisition efficiency
Cost per attended new patient by channel and market, and the marginal cost of the next increment. Progress: stable or falling marginal cost as volume grows.
Demand creation
Share of new patients from non-brand demand, referrals and new markets. Progress: growth that does not rely on harvesting existing brand demand.
Conversion and intake
Speed to lead, answer, booking and show rates by location. Progress: more appointments from the same demand.
Capacity utilization
Provider hours, appointment availability and new-patient wait times. Progress: demand matched to capacity before spend increases.
Market expansion
De novo and add-on ramp curves against the plan. Progress: ramp evidence that supports the next location.
Measurement quality
Reconciliation of reported performance to patient records. Progress: numbers a buyer’s diligence team can verify.
Operating cadence
A rhythm that connects channel activity to board reporting.
Weekly: volume and intake
New-patient volume, booking and show rates by location against plan, with exceptions flagged for action.
Monthly: economics and allocation
Cost per attended patient by channel and market; budget moved toward measured return.
Quarterly: board reporting
Patient growth against the value-creation plan, market headroom and capacity, presented on consistent definitions.
Pre-exit: evidence package
The record a buyer’s diligence will test: trends, reconciliations, ownership and documentation, assembled in advance.
When to engage
Through the hold period, and well before a sale.
After integration
When acquired practices are on the platform and patient growth needs to be managed as one portfolio rather than location by location.
When the board needs a consistent view
When patient growth should be reported on definitions the board, lenders and a future buyer can rely on.
12 to 18 months before exit
We run the PMD Framework on the platform itself, from the buyer’s side of the table, so the growth story arrives with its evidence.
Outcomes
What the board and the next buyer can rely on.
Commercial
- Board-ready reporting on patient growth
- Budget allocated to measured return by market
- Exit-ready evidence of durable, transferable growth
Operational
- A weekly-to-quarterly operating cadence
- Consistent definitions across every location
- Capacity and demand planned together before spend increases
Related expertise
The rest of the investment lifecycle.
Before close
Patient Marketing Diligence
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.
Explore Patient Marketing DiligenceAfter acquisition
Post-Acquisition Growth Integration
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.
Explore Growth Integration
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