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Healthcare Private Equity

A thesis is only as good as the operating reality underneath it. This is the vertical overview: how I work alongside operating partners across the whole hold period, testing assumptions before close and building observable systems after. If you have a live deal, the buy-side and sell-side diligence engagements are productized on the Capital Groups page.

The value curve

Watch value compound across the hold period.

Value across the hold period

diligence → exit

Value is built across the hold, not printed at exit.

The textbook value-creation story is a trajectory: pressure-test before close, align in the first 100 days, build observable systems through the hold, and hand the next owner a system instead of a person.

1
Diligence
Ground the thesis in real demand, access, and data before close.
2
First 100 days
Owners, measures, and cadence set before the day-to-day absorbs the plan.
3
Hold period
Build the observable systems that support controlled scale.
4
Exit readiness
An operating story a buyer underwrites: value in systems, not heroics.

Across the hold period

From diligence to exit readiness.

1
Before close
Pressure-test the growth assumptions, operating constraints, data quality, and execution requirements behind the thesis, so the plan rests on what is real, not what is hoped.
2
First 100 days
Set priorities, owners, measures, and the delivery cadence for the highest-impact moves, before the day-to-day absorbs the plan.
3
Hold period
Build and optimize the growth, technology, and operating systems that support controlled scale and make performance observable.
4
Exit readiness
Make the operating story observable, repeatable, and clear, so the next owner buys a system, not a person.

What is broken

Where theses meet operating reality.

Common at the portfolio levelWhat I design toward

Growth assumptions in the model are not backed by visible demand, access, or conversion data.: A measured view of the demand-to-revenue system, so the thesis is grounded before close and tracked after.
The value-creation plan is a deck; ownership and cadence dissolve into the day-to-day after close.: A first-100-day operating plan with named owners, measures, and a delivery rhythm leadership actually runs.
Each platform and add-on runs on its own systems; there is no portfolio-wide operating picture.: Shared operating systems and reporting that scale across the platform and accelerate add-on integration.
At exit, performance depends on a few key people and cannot be cleanly shown to a buyer.: An observable, repeatable operating story a buyer can underwrite: value embedded in systems, not heroics.

How I help

An operating partner across the lifecycle.

Commercial and operating diligence

I pressure-test the growth and operating assumptions behind the thesis: demand, access, data quality, and the execution capacity to deliver the plan.

First-100-day alignment

Translate the thesis into priorities, owners, measures, and cadence so the value-creation plan starts moving before the operation absorbs it.

Hold-period execution

Build the growth, technology, and operating systems that support controlled scale and give the deal team a live view of performance.

Exit readiness

Make the operating story observable and repeatable so it transfers cleanly to the next owner and supports the value at exit.

Healthcare Private Equity stack diagnostic

4 failure points

Diligence
The model's conversion assumptions trace to no system of record. They come from management's deck, not the data.
Value creation
The 100-day plan is a slide with no owner or cadence attached, so by day 60 the team is back to running the business.
Portfolio reporting
Each platform reports on its own stack and its own definitions, so a portfolio KPI means hand-assembling spreadsheets every month.
Exit
Performance lives in a few people's heads and manual reports, with no system a buyer can inspect and trust.

I work with operating partners and portfolio leadership on the growth, technology, and operating systems behind the thesis, not clinical, legal, regulatory, or investment advice, meeting the compliance and security standards healthcare assets require.

Doing a deal right now?

This page is the operating-partner overview. The buy-side and sell-side diligence engagements are productized on Capital Groups.

Buy-side operational due diligence in diligence timeframes, or a sell-side readiness audit that defends the multiple before the data room opens. See exactly what the scored assessment covers, and how I think about value creation.

See the diligence offer

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