The financial seat, and the deal seat.
Both run by a practitioner.

A physician-owned surgical practice was providing facility and support services to another physician under an arrangement set years earlier by rough agreement. Built the true cost-to-provide floor bottoms-up from the practice's own staffing, space, supply, and overhead data, then set it against the existing arrangement and against matched written quotes. The result was an exact monthly floor, the gap to what was actually being charged, and a defensible basis the owner's counsel could work from.

The owner wanted to know which payers were holding money and whether the gap was the billing vendor, a payer, or a credentialing problem. Delivered the realization read across locations and payers, separating what was a collections issue from what was a contracting issue, so the fix could be aimed at the right party instead of applied everywhere at once.

Rather than a one-time number, the owner gets a value range refreshed each year against actuals, with the drivers ranked. Separately, an ASC conversion pro forma separated cash-pay volume from ASC-eligible case volume, so the facility decision rested on the cases that a licensed center can actually be paid a facility fee for.

Engaged to map and enrich interventional pain targets across one state for a PE-backed platform. A close read flagged a practice the client had set aside on its pass list, miscoded as chiropractic; verification against eight independent public sources confirmed a physician-led interventional pain practice with a strong succession profile. Every practice in the 20-target universe was checked against at least two independent public sources, with an 18-of-18 spot-check pass and zero re-runs.

A healthcare advisory firm expanding into a new sub-sector needed intelligence on which independent practices to pitch for sell-side representation. Screening ran against the firm's own prospect criteria, across the non-contiguous geographies it specified. Delivered a tiered pitch list with decision-maker identification, directional revenue and EBITDA ranges paired with payer mix estimates, geographic coverage maps with a market and competitive landscape for each metro, a mapped buyer universe, and approach notes calibrated to opening the conversation at the physician level.

A PE fund finalizing a thesis entry in a new specialty vertical needed market structure intelligence before committing to active sourcing or a full-time BD hire. Delivered a tiered target universe with ownership verification, competitive landscape mapping, and valuation benchmarking against comparable transactions; the map anchored the fund's investment committee materials for the new vertical.

At a NASDAQ-listed oncology platform, negotiated a specialty pharmacy acquisition down to the license itself: $100K paid, fixed assets acquired at effectively no cost, and change-of-control approval managed through the California State Board of Pharmacy. The license accelerated a specialty medication line for underserved Medi-Cal patients that generated $30M in incremental annual revenue.

At a PE-backed urgent care platform, led financial diligence on a $120M acquisition of 100+ centers from a national payer while running a concurrent $50M joint venture with a major academic health system. The acquired assets outperformed the deal model by 32% in first-year EBITDA, and together the two deals grew the platform's center count by 30%.

Led medical and radiation oncology acquisitions nationwide for a NASDAQ-listed platform, growing the portfolio from 70 to 90+ centers. Architected a South Florida regional entry from a $4M single-site beachhead through 15+ acquisitions and de novo sites, reaching the network adequacy that supported value-based payer contracts across 2M+ risk-based lives.