Sell at the Right Time.
Exit on Your Terms.

From engagement to closing, most transactions take 6–9 months. The preparation and buyer outreach phase runs approximately 60–90 days; due diligence and closing typically take another 90–120 days depending on buyer complexity.

We work with DSOs, private equity-backed platforms, regional health systems, hospital systems, and strategic acquirers across all major specialties. Our buyer relationships are current and active — not a legacy contact list.

We work on a success-fee basis for sell-side engagements, aligned with closing. We are happy to discuss fee structure in a confidential initial conversation.

Yes. We frequently engage clients who have received unsolicited offers. Even mid-process, a structured competitive response routinely improves terms materially.

From engagement through closing, most physician practice M&A transactions take 6 to 9 months. The preparation and positioning phase — normalizing financials, preparing the offering memorandum, and identifying target buyers — typically takes 60 to 90 days. Buyer outreach and LOI negotiation adds another 30 to 60 days. Due diligence and legal documentation runs 90 to 120 days depending on buyer complexity. Transactions involving private equity or large DSO platforms that require their own board approvals or financing syndications may take longer.

A Dental Service Organization (DSO) is a management services company that acquires clinical practices and provides business and administrative support while physicians retain clinical autonomy. Similar structures exist across medical specialties under names like management services organizations (MSOs) or physician management companies. Whether a DSO or MSO is the right buyer depends on your goals: if you want to monetize equity while continuing to practice with reduced administrative burden, they can be an excellent option. If full independence is a priority, a different buyer structure may be more appropriate. We evaluate all buyer types against your specific clinical and financial objectives.

Fair pricing requires market context — comparable transaction multiples in your specialty, current buyer appetite, normalized EBITDA that accurately represents your practice, and a competitive process that creates tension among multiple buyers. A practice that accepts the first unsolicited offer without comparative data is almost always leaving value on the table. Our transaction experience across specialties and buyer types gives us current, defensible data on what comparable practices are transacting at — and our structured process with multiple buyers ensures you have real market information, not just one buyer’s assessment of what your practice is worth.

In most physician practice transactions, the selling physician enters into an employment agreement with the acquiring entity as a condition of the deal. Employment terms — compensation structure, productivity bonuses, term length, non-compete scope and duration, call obligations, and governance rights — are negotiated as part of the overall transaction and are often as important as the purchase price itself. A poorly structured employment agreement can significantly erode the value of a headline purchase price through below-market compensation, restrictive non-competes, or unfavorable termination provisions. We negotiate employment terms alongside the transaction.

An earnout is a contingent payment tied to post-closing performance — typically a percentage of revenue or EBITDA for 1 to 3 years after the transaction closes. Buyers use earnouts to bridge valuation gaps when future performance is uncertain. From a seller’s perspective, earnouts introduce risk: the metrics may be outside your control post-close, accounting methods may change, and disputes are common. We negotiate earnout structures carefully — including caps, floors, measurement methodology, and accounting standards — to protect your ability to earn the full contingent amount and limit buyer-side manipulation of the metrics.