A clinical group that acquired faster than it could absorb
A multi-state specialty practice strained by rapid acquisition. Overhead streamlined, the billing cycle accelerated, and the group returned to profitability and solid cash flow.
- Specialty clinical group
- Multi-state
- Billing cycle and cash conversion
- Faster
- Returned to profit and solid cash flow
- Profitable
The situation
A specialty clinical practice operating across several states had grown by acquisition faster than it could integrate. Each addition brought its own overhead, its own billing practices, and its own way of doing things, and none of it had been consolidated.
The symptom was cash. The cause was that nothing had been standardized behind the deals.
What we did
Streamlined the overhead the acquisitions had duplicated, then went after the billing cycle directly. In a clinical group the gap between delivering care and collecting for it is almost always a process problem, not a demand problem.
Shortening that cycle improved cash efficiency without requiring a single additional patient.
The result
The group returned to profitability with solid cash flows underneath it and, more usefully, with an operating model that could absorb the next acquisition instead of being strained by it.
- Post-acquisition integration and standardization
- Overhead consolidation across sites
- Revenue cycle and billing acceleration
- Cash conversion improvement
- Multi-state clinical operations
- Operating leadership · Multi-sector · Lower-middle-market portfolio
Growing portfolio revenue from $10M to $180M
- M&A · Healthcare · Media · B2C · Revenue cycle management
Buying and selling companies, and getting the deal closed
- Turnaround · Out-of-home media
A million a month in losses, taken to break-even
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We are happy to walk through the architecture, the decisions, and what we would do differently now.