Sell an Intensive Care Provider
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We are an M&A boutique specializing in out-of-hospital/ambulatory intensive care, intensive-care shared living groups,
and healthcare across the DACH region. For more than 25 years, we have supported owners with succession planning, valuation,
buyer outreach, and the successful completion of transactions that protect continuity of care, team stability, and long-term reliability.
Our process is discreet, structured, and efficient—from the initial structure review through closing:
a defensible purchase-price logic (utilization, care models, staffing structure, schedule stability, reimbursement reliability,
risk and quality profile), preparation of teaser/information memorandum, targeted buyer outreach, due diligence coordination,
and support with negotiations, contract structuring, and handover planning. We manage the data room, communication, and timeline
rigorously so your operations continue to run smoothly.
- DACH focus: Germany, Austria, Switzerland—buyer landscape, regulatory realities, and regional market dynamics.
- Intensive care M&A: 1:1 care, intensive-care shared living groups, combinations with ambulatory care, and site- or case-based structures.
- Discretion: NDA workflow, staged disclosures, and controlled outreach—without unrest in teams or care settings.
- Deal certainty: Clear risk and handover logic, clean documentation, and a buyer-ready data room for banks and investors.
- Operational relief: We manage milestones, the data room, and communication so care quality stays the priority.
Sell an intensive care provider—securely, discreetly, and structured.
More buyer interest with a defensible care and staffing story.
Handover in phases—continuity of care comes first.
A sale works best with a clear roadmap: define objectives, present care models cleanly, stabilize schedules and utilization,
organize billing and contracts, make risks transparent—and only then approach buyers discreetly. This keeps care delivery stable
while the process moves forward professionally.
Buyers primarily assess stability and risk: staff availability, qualifications, turnover, schedule resilience, utilization,
reimbursement reliability, payer logic, and the quality/compliance profile. If you prepare this evidence properly, you reduce uncertainty
and increase the chance of a strong offer.
The process: preparation & valuation, teaser & NDA, controlled buyer outreach, indicative offers, due diligence, contract negotiation,
a handover and communication plan, signing & closing. Structured milestones prevent delays—and protect teams, patients, and daily operations.
1. Selling an intensive care provider: what is really transferred?
In out-of-hospital intensive care, it’s not only revenue and contracts that matter. What buyers are acquiring is continuity of care,
team stability, schedule logic, case mix, utilization, and operational processes. Buyers take on a complex operational reality—and therefore
evaluate substance, risk, and feasibility with particular rigor.
If you prepare the handover professionally, you sell a stable care structure with clear integration potential.
2. Reasons & timing: when does selling make the most sense?
Common drivers include succession, reduced workload, growth pressure, staffing shortages, or strategic reorientation.
The best timing is typically when utilization and schedules are stable and the sale is not forced by an acute staffing situation.
Early planning creates options: more buyer profiles, better terms, and a calmer transition.
3. Valuation & price: what drives value in intensive care?
Valuation is strongly tied to stability and risk: utilization, case structure, care model (e.g., 1:1 or shared living),
staff and qualification mix, turnover, schedule resilience, reimbursement reliability, payer logic, and the quality/compliance profile.
We translate these drivers into a defensible price range—credible for strategic buyers and investors.
4. Structure & legal: share deal or asset deal?
Structure and speed depend on liability, employment law, data protection, and contractual/billing logic.
Whether a share deal or asset deal is preferable depends on risk allocation—especially regarding staff,
scheduling obligations, contracts, and handover planning.
We coordinate legal and tax partners and ensure a compliant process—without disrupting care delivery.
5. Data room & documents: what buyers really want to see
A clean data room accelerates decisions. Key items include annual statements/management accounts, service and billing overviews,
anonymized case and utilization structure, staffing and qualification structure, scheduling logic, process documentation,
quality records, and risk/compliance documentation.
With staged access, discretion stays protected: overview first, depth later—depending on the deal phase.
6. Buyer groups: who fits your care model?
Typical buyers include care groups and strategic operators, regional networks, and investors with an operational platform.
Each group values differently: strategics pay for synergies and scaling, investors for stability and growth, and platforms for
integration ability and schedule resilience.
We manage outreach so purchase price, continuity of care, and team stability are achieved together.
7. Process: from preparation to closing—without a break in care
Preparation & valuation, teaser/information memo, controlled buyer outreach, indicative offers, due diligence,
contract negotiation, a handover and communication plan, signing & closing. A structured process reduces friction,
prevents delays, and protects patients, teams, and daily operations.
Especially important: clear handover planning so schedules, contacts, and routines remain stable.
8. Trust & visibility: what convinces in the DACH market
In intensive care, trust is decisive. Strong content explains valuation, buyer logic, documentation, timeline, and discretion—precisely and without marketing fog.
Add clean structure, performance, and internal linking to build organic visibility.
The goal: project confidence—for teams, patients, payers, and buyers.
9. Common mistakes: why intensive care deals fail unnecessarily
Typical pitfalls include preparing too late, unstable schedules, unclear utilization and case logic, incomplete documentation,
relying on a single buyer, or sharing sensitive data too early. This leads to price pressure, delays, or deal breaks.
With clear structure, staged disclosures, and professional buyer management, the probability of closing increases significantly.
10. Next steps: start discreetly, decide cleanly
The best start is a confidential first conversation focused on objectives, timing, your care model, buyer profile, and an initial indicative valuation.
From there, we build a succession roadmap that protects care delivery, your team, and deal timing.
If you want to pursue a sale seriously, structure is the difference: clear data, a clear story, and clear steps—through to a secure closing.
