We prepare a Hospital or Clinic so outside capital can assess it properly. We structure the transaction and bring the right investor or buyer. We stay involved in operations after the money goes in. Here is what that means in practice.
Most of the work happens before a provider meets an investor. That is what makes the meeting worth anything. An M&A mandate follows the same shape, with a buyer instead of an investor.
What you are trying to do, what the business looks like today, and whether we are the right people to help at all. No cost, and no obligation to go further.
An honest view of where the business stands, an indicative valuation, and a written list of what is blocking capital. Many owners stop here, and that is a perfectly good outcome.
Structure, books, filings, reporting and licences. The long part, and the part that decides everything afterwards. A business that starts informal should plan on the better part of a year.
We run our own diligence, agree a defensible valuation, and assemble what an investor or buyer will ask for. What we find, including the weak parts, goes into the pack.
We bring the business to investors or buyers for whom it is a genuine fit. You present your own business. Terms are agreed directly between the two sides, with us advising.
Documentation by qualified counsel, security registered before funds move, and money going straight from the investor to the business. Then reporting and operational support.
A Hospital can be profitable and still be uninvestable because of a lapsed registration or an unregistered machine. This is where knowing the sector matters more than knowing finance.
Revenue traced to what is actually banked. Receivables aged. Existing obligations found. Margins rebuilt from first principles rather than taken on assertion.
Every registration a healthcare business needs, whether it is current, and what a change of ownership would do to it. Panel and accreditation status for Hospitals.
We visit. Utilisation, case mix, equipment condition, premises, staffing, and whether the business runs on systems or in someone's head.
Practitioner registrations, indemnity cover, incident history, and how much of the business depends on one person. That last one is usually the biggest risk.
Several healthcare licences attach to a specific machine or a specific named person, not to the business. A change of ownership, a change of equipment, or a practitioner leaving can require fresh approval before the business may lawfully continue that activity. We check this before a transaction is structured, not after.
A firm that takes on every business that walks through the door is being indiscriminate. These end a conversation, and owners should know them upfront.
If reported revenue cannot be traced to a bank account and there is no willingness to move towards that, there is nothing to work with.
Some things have to be resolved before anything else is discussed. We will tell you what they are and what it takes to fix them.
Litigation, a prior charge, a tax dispute or a notice that surfaces in diligence rather than in conversation. The omission is the problem, not the issue itself.
If an owner does not want a proper structure, audited accounts or reporting, they do not want outside capital. They want a loan on a handshake.
Where the amount sought bears no relation to what the business can realistically repay or absorb, funding it does the owner no favours.
If the plan rests on treating each patient more rather than treating more patients better, we will not take it forward. This one is not negotiable.
These are structural, not promises. They are the arrangements that make it difficult for things to go wrong quietly.
Funds move directly from the investor to the business. We do not operate a client account, and at no point does your capital pass through us.
Where certification is required, it comes from a registered valuer or merchant banker. Not from us, and not from the parties.
Agreements are drafted by qualified legal counsel for the specific transaction. We do not run deals on downloaded templates.
Where a transaction is secured, the charge is created and registered before funds are released, not afterwards.
We recommend each party takes its own legal and tax advice. Where a party has no adviser, we will say so rather than let it pass.
No pooling, no blind commitments, no common vehicle. Every transaction is assessed and decided on its own merits.
Our partners cover healthcare operations, investment structuring and chartered accountancy, so the bulk of the work is handled in house. We bring in specialists where a transaction calls for them, and a few things have to stay independent.
Preparation, diligence, structuring, running the process, and the operational work afterwards. Our chartered accountant partner leads the financial side.
Legal counsel for documentation and security. Healthcare regulatory advisers where a transaction affects licences or panels. A banking partner on larger M&A.
Statutory audit and valuation certification have to come from someone independent of us and of the transaction. So does each party's own legal and tax advice.
Both, and they are different exercises. We diligence the business as part of preparing it and we share what we find, including the weaknesses. The investor then runs their own assessment with their own advisers. Ours does not replace theirs.
Many issues are fixable, and fixing them is part of the work. Some are not, or reveal that the owner was not straight with us, and then we stop. We do not carry a known problem quietly into a transaction.
No. Diligence reduces the chance of an unpleasant surprise. It cannot make a business succeed, predict a clinician leaving, or prevent a market from turning. Every investment we are involved in carries the risk of loss.
A business that is already prepared can be funded in a few months. One starting from an informal proprietorship should plan on considerably longer, because the groundwork takes time and investors want to see a period of clean trading. Anyone promising a fast route from that starting point is skipping the work.
Providers pay a fixed fee for readiness work and a success fee if a transaction closes. M&A mandates carry a retainer and a success fee. In a growth partnership we take equity and put our own capital in. We tell both sides what we earn before anyone commits.
We operate as an advisory and arranging business on a deal-by-deal basis. We do not manage pooled funds, hold client money or provide investment advice to investors. We take professional advice on where those boundaries sit and structure our work to stay clearly within them.
If something here is unclear, or you want to understand how we would approach your situation, just ask. We would rather answer questions early than have them surface late.