On-demand pipeline infrastructure
for healthcare deal teams.
Build the pipeline before you hire against it. Healthcare M&A research, market mapping, and deal sourcing - delivered in two to five business days by a practitioner.
M&A & Strategic Finance
Transaction Value
Acquired & Integrated
Built for deal teams on both sides of the transaction.
We work with institutional investors, operators, and advisors who need structured, verifiable output calibrated to healthcare M&A. Whether buy-side, sell-side, or advising the deal.
Sourcing pipelines, add-on targeting, thesis development, and portfolio expansion support.
Buyer universe mapping, pitch material research, and sell-side sub-sector intelligence.
Market entry analysis, partnership sourcing, and strategic diligence for provider-side transactions.
Fractional analyst capacity for lean teams. Institutional-grade output without carrying fixed headcount.
How we work.
Scoping Call
We learn your goals, criteria, and timeline to scope the right engagement.
Engagement
We define deliverables and confirm pricing as a fixed project fee or retainer.
Output
Most deliverables produced in two to five business days. Built for partner and investment committee review - no internal cleanup required.
Four services. Built for healthcare M&A.
Every engagement is calibrated to the sub-sector, the deal context, and the side of the table. Public information only. Scoped and delivered by a practitioner who has sat in the deal seat.
Enriched, prioritized target universes and buyer syndicates calibrated to your deal thesis. Built to replace six to ten weeks of manual desk research with the rigor institutional capital requires - delivered in the time most teams are still scoping the RFP.
- Buy-side sourcing: once investment committee greenlights a sub-sector, a ready-for-partner universe with ownership verification, revenue and EBITDA ranges, competitive overlap, and approachability signals
- Sell-side mandates: national buyer syndicates spanning strategics, PE-backed platforms, and financial sponsors - or expanded coverage when the client is entering a new vertical
- Add-on pipelines: MSA-level prioritization against existing portfolio geography, payor mix, and referral topology
- Full contact routing on every prospect. Not a lead list - a working call sheet.
Institutional-grade sector intelligence for teams entering unfamiliar territory. Built for the investment committee memo, the banker's pitch, and the board pre-read - not a literature review.
- Market sizing with CAGR decomposition by sub-segment, geography, and reimbursement channel
- Reimbursement and regulatory dynamics: CMS, state-level variance, commercial payor mix, 340B, and specialty pharmacy exposure
- Competitive intelligence: active consolidator mapping, platform-scale benchmarking, transaction cadence, and vertical-entry pattern recognition
- Valuation benchmarking: platform vs. add-on multiples, precedent transactions, and the arbitrage math that shapes every sponsor thesis
Practitioner-led review of CIMs, management presentations, and quality of earnings packages - calibrated to the sub-sector-specific risks institutional buyers actually diligence.
- Buy-side review: red flag identification, EBITDA bridge stress-test, synergy and adjustment scrutiny, and diligence question development sized to the sector
- Sell-side preparation: management presentation structure, talking-point development, buyer-meeting rehearsal, and preemptive gap analysis
- Sub-sector calibration: reimbursement concentration, payor contracting exposure, regulatory vintage, and provider productivity benchmarks
- Transaction-specific research: buyer intelligence, precedent pattern recognition, and negotiation leverage framing before the first management meeting
Targeted verification of the claims that move deal value - built for the post-LOI window when a surfaced issue costs basis points and a missed issue costs the deal.
- Regulatory and compliance verification: state survey history, Medicare and Medicaid certification status, licensure currency, and corrective action record
- Reimbursement validation: payor contract status, rate parity, denial patterns, and 340B or GPO continuity
- Management team deep-dives: prior transaction history, regulatory actions, professional discipline records, and public signal review
- Sell-side scrubbing: preemptive identification of issues buyers will surface, with remediation pathing before the data room opens
Representative work product.
Client names and deal identifiers withheld. Outputs paraphrased to preserve confidentiality.
Built a filtered acquisition pipeline across home health agencies in the Southeast for a PE-backed platform. Verified ownership, mapped competitive overlap, and tiered targets by proximity to the existing footprint.
Developed a weighted scoring model across integration complexity, payer mix quality, and margin profile for a multi-site specialty provider. Narrowed a national universe to 12 actionable prospects ranked by strategic fit.
CIM analysis for a behavioral health add-on. Identified unsupported revenue normalization, understated facility lease obligations, and inconsistent provider productivity metrics across 4 locations.
Confirmatory diligence across a post-acute portfolio uncovered unresolved state survey deficiencies at 3 facilities, a lapsed Medicare certification at one site, and material payer mix variance vs. management projections.
Practitioner-level thinking.
Commentary on healthcare M&A sourcing, execution, and the reality of running a deal seat.
Built by a practitioner.
Healthcare M&AI was built by a practitioner, not a consulting firm. I spent 8+ years in corporate development, M&A, and strategic finance - including time at PE-backed healthcare platforms running origination, building target universes, and closing deals across $1B+ in cumulative transaction value and 130+ centers acquired.
Before the deal seat, I spent three years doing FMV business valuations for healthcare transactions - hospitals, ASCs, diagnostic centers, and multi-specialty groups. I started Healthcare M&AI because I kept seeing the same problem from the deal seat: teams spending weeks on research that should take days, six-figure platform subscriptions that still leave an analyst manually building the target list.
Common questions.
What is fractional corporate and business development for healthcare M&A?
Fractional corporate and business development is on-demand deal research and analysis for healthcare M&A teams - market maps, sector research, CIM analysis, and confirmatory diligence - delivered across buy-side and sell-side engagements by a practitioner without the cost of a full-time hire. It gives lean deal teams senior deal bandwidth without adding headcount to SG&A or compressing enterprise value at exit.
When should a deal team outsource healthcare M&A research?
Outsource when the pipeline is underbuilt but the deal team is already stretched on live processes, when entering a new sub-sector or geography, or when pitch or diligence timelines compress faster than internal capacity can match. For a PE-backed platform, a fully loaded healthcare BD hire runs $250K-$410K in Year 1 and translates to roughly $3-4M in enterprise value at typical exit multiples (BLS, FOCUS, Sofer data). The structural question is the same across banks, funds, and health systems: whether the work justifies permanent headcount, or whether fractional research builds the capacity without the commitment.
How long does a healthcare M&A market map take?
Most market maps are delivered in two to five business days. Scope, sub-sector complexity, and geography drive the timeline. Output includes a ranked target universe, deeply enriched practice profiles with revenue and EBITDA ranges, ownership verification, competitive overlap, succession signals, and approach notes designed to navigate past practice gatekeepers to the actual decision makers - built to replace six to ten weeks of manual desk research.
What’s the difference between deal sourcing and origination?
Deal sourcing is the research layer: identifying, qualifying, and prioritizing potential targets using public data, market intelligence, and scoring frameworks. Origination is the relationship layer: cold outreach, founder cultivation, and teeing up proprietary deals directly with owners. Healthcare M&AI operates exclusively in the sourcing layer - research that enables origination - without providing outreach or serving as a broker.
What makes Healthcare M&AI different from a consulting firm?
Healthcare M&AI is practitioner-led, not partner-layered. Every deliverable is scoped, built, and reviewed by someone who has sat in the corp dev seat, closed deals, and worked alongside integration teams on post-close execution - not an analyst on a pyramid billing through a partner. Output is calibrated for investment committee review on Day 1, with no internal cleanup required.
How is a fractional engagement priced?
Engagements are priced as a fixed project fee or retainer, scoped by the deliverable and the sub-sector. Standard structure: 50% deposit to kick off work, 50% net 30 on delivery. Healthcare M&AI does not use success fees, contingency compensation, or transaction-based pricing - all engagements are advisory research, not broker-dealer activity.
Start a project.
Tell us about your engagement. After submitting, you can book a 25-minute discovery call on the next page.