Start a Medical Practice M&A Due Diligence Service

1. 1

   Build the operational diligence checklist

   Codify what an experienced administrator checks that spreadsheets hide: provider productivity and referral concentration, payer mix and contract terms coming up for renewal, coding distribution versus specialty norms, denial and AR aging patterns, staff tenure and key-person dependence, and compliance basics from HIPAA documentation to exclusion screening. The checklist becomes your work product and your marketing.

2. 2

   Package reviews by deal stage

   Offer a short red-flag review early (a week, fixed fee, kills bad deals cheaply), full operational diligence once a letter of intent is signed, and a pre-close verification sprint. Deal teams buy defined scopes with deadlines because their whole world runs on closing timelines. Be explicit that you provide operational findings, not legal opinions or a formal valuation; attorneys and valuation specialists own those lanes.

3. 3

   Learn the buyer's questions, not just the seller's story

   An acquirer ultimately asks: will the revenue survive the founder's exit, what breaks in integration, and what liabilities ride along? Frame every finding against those questions with a severity rating and a dollars-or-deal-terms implication. A finding like two payer contracts terminable on change of ownership is worth your entire fee, and you will find one in most deals.

4. 4

   Handle data like the regulated material it is

   Diligence means patient-adjacent data, so operate like a proper business associate: signed agreements, secure document rooms, minimum necessary access, and clean destruction after close. Deal advisors notice compliance discipline, and it is part of why they refer a specialist instead of a generalist analyst.

5. 5

   Market to the advisors who see every deal

   Healthcare-focused CPAs, transaction attorneys, practice brokers, and lenders each touch dozens of deals a year and all need an operational reviewer they trust. Present at their industry events on what financial diligence misses, and offer a sample red-flag report. Small private equity groups and expanding regional practices are the direct-buyer channel.

6. 6

   Extend into integration and sell-side prep

   Two natural adjacencies: helping buyers through the first 100 days of integration (where diligence findings become the to-do list), and sell-side readiness for practice owners who want their operations clean before going to market. The sell-side financial and valuation lane belongs to healthcare CFO specialists; your piece is making the operational story true and documented.

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