Buy-Side Representation
Evaluation, negotiation, financing, documentation, and the first sixty days of ownership. Three published engagements, one point of contact, and a fee that is never a percentage of your purchase price.
Put the listing link, the asking price, and anything else relevant in the booking notes and we will have looked at it before we talk.
The seat nobody is in
The seller has a broker. The lender has underwriters. The seller's attorney has a client. Your attorney drafts documents but does not structure the deal, and the bank will lend without telling you the price is wrong.
The buyer is the one seat at that table with nobody in it. We take that seat.
The engagement
From the first honest look at the numbers to the sixtieth day of ownership. One fee, one point of contact, and the same team the whole way through.
The arc
Closing is a milestone, not a finish line. A practice that closes clean and opens broken is still a bad outcome.
The First 60
Most of this gets built during transition prep, before the transaction closes. By the time you take the keys the systems are already standing, and the first sixty days are the control tower. We watch every system, catch what breaks, and clear the runway ahead of you. That is when a missed payroll tax registration or a dead merchant account becomes a real problem.
Merchant processing, treasury, patient payment plans, and AR rerouted so nothing lands in the seller's account after the wire clears.
Payables, vendor accounts under the new entity, autopay reset, and lines of credit in place before you need them.
Payroll processed on time from the first cycle. State and federal registrations, workers comp, employee agreements, benefits elected and enrolled, and an employee handbook and policy manual that actually exist.
Not just filed. Transitioned and negotiated to the best schedule you qualify for, because two practices with identical production can collect very different money.
Supplies, lab, IT, imaging, waste, and marketing renegotiated or properly assigned instead of silently assumed at the seller's terms.
Chart of accounts rebuilt to a dental standard so the P&L tells you something. Opening balance sheet and true working capital position on the record.
The numbers that matter, instrumented and baselined. Goals set against the pro forma the bank underwrote, which is the one document nobody ever revisits.
Job descriptions delivered so the existing team knows what good looks like. Weekly numbers, monthly financials, quarterly plan, running before we step back.
The blind spot
Getting your applications filed is table stakes. Getting you onto the best schedule you qualify for is money on every claim, every day, for as long as you own the practice.
Two practices can produce identical dentistry and collect materially different money. The difference was decided at credentialing. We negotiate it there, while the leverage still exists, so the practice earns more from the first claim rather than three years in.
Improving a schedule takes months rather than an afternoon, which is why we open the conversation during transition prep. Once the practice is yours, the schedule you accepted becomes the schedule you live with until someone reopens it, and most owners never get around to it.
Why buyers get burned
The investment
Published, fixed, and chosen up front rather than negotiated at the end. The fee never moves and it is never a percentage of what you pay for the practice.
Is this worth buying, and at what price. The numbers, the lease, the payer mix, and the dependencies, with a recommendation to buy, renegotiate, or walk.
Evaluation, offer strategy, negotiation, full diligence, financing, and every transaction document, run end to end until the practice is yours.
Everything above, plus the practice stood up before close, unlimited evaluations for twelve months, and The First 60 once the wire clears.
The fee is based on the work rather than the price. The same engagement applies to a $200K practice or a $2M practice, which means nobody in the room earns more when you pay more.
The balance at closing is normally financed with the acquisition, which keeps the money in your operating account during the months when it matters most. Cash is tight early while receivables are still in flux, and funding the fee protects that runway.
What changes between them
| Included | Evaluation$5,500 | Representation$15,500 | Transition$24,500 |
|---|---|---|---|
| Evaluate | |||
| Collections quality and payer transferability | ✓ | ✓ | ✓ |
| Production trends, staffing, equipment, and liens | ✓ | ✓ | ✓ |
| Income potential now and over time | ✓ | ✓ | ✓ |
| Valuation and a defensible price range | ✓ | ✓ | ✓ |
| Buy, renegotiate, or walk recommendation | ✓ | ✓ | ✓ |
| Unlimited evaluations for twelve months | ✓ | ||
| Negotiate | |||
| Offer strategy, price and terms | ✓ | ✓ | |
| LOI drafted and negotiated | ✓ | ✓ | |
| Full due diligence | ✓ | ✓ | |
| Retaining the team through change of ownership | ✓ | ✓ | |
| Accounts receivable treatment negotiated | ✓ | ✓ | |
| Lease assignment and landlord terms | ✓ | ✓ | |
| Commercial terms and schedules assembled for counsel | ✓ | ✓ | |
| Finance and prepare | |||
| Lender packaging and pro forma modeling | ✓ | ✓ | |
| Rate, term, covenants, and working capital negotiated | ✓ | ✓ | |
| Entity, banking, payroll, and vendors stood up before close | ✓ | ||
| Credentialing filed and fee schedules negotiated | ✓ | ||
| Accounts receivable rerouted so collections land with you | ✓ | ||
| The First 60 | |||
| General ledger built and the P&L made readable | ✓ | ||
| Payroll processed and every system confirmed live | ✓ | ||
| Handbook, policy manuals, and benefits stood up | ✓ | ||
| KPIs scoped, goals set, and the cadence running | ✓ | ||
| Job descriptions delivered to the existing team | ✓ | ||
| Your investment | $5,500Start here | $15,500Book a call | $24,500Book a call |
The evaluation fee is credited in full toward either representation engagement if you move forward within ninety days. Start small, find out what you are looking at, and decide from there.
The questions everybody asks
Yes, and it changes neither our scope nor our fee. Definitive legal documents are prepared or finalized by an attorney, either counsel you already use or a healthcare transaction firm we work with regularly. That is a narrow scope at the end of the process and it exists in every deal whether we are involved or not. Everything that decides the outcome happens before those documents exist. We find what the collections are actually built on, model what you will earn, structure the deal, negotiate price, terms, receivables and the lease, negotiate the loan covenants, and assemble the commercial terms and schedules counsel works from. An attorney papers the deal you negotiated. An attorney does not tell you whether the price was right. Every buyer has one. Almost none of them have representation.
A team whose only job is your side of it. We are paid by you, never a percentage by anyone, so the recommendation does not move with the purchase price. If the right answer is to walk, that is the answer you get.
Start with the Practice Evaluation at $5,500 and find out what you are actually looking at. It credits in full toward either representation engagement within ninety days. On the representation engagements, $5,000 is what you pay before closing and the balance is usually financed within the acquisition loan.
Then we did our job. The Acquisition and Transition engagement carries unlimited evaluations for twelve months, because talking you out of the wrong practice is worth more than talking you into it. The worst outcome in this business is the deal that should not have closed.
Related, but structured differently. Buy-ins carry partnership terms, governance, and exit mechanics a straight acquisition does not. Start on the Associates and Buy-In page, or send it over and we will tell you which one you are doing.
The engagement ends and the practice runs. If you want it to keep going, Operations Management continues from there. If not, you keep everything we built and run it yourself. No obligation either way and nothing is held back.
Start here
Book a call and put the listing and any financials in the notes. We will have read them first. If the practice is worth pursuing, we will tell you, and we will tell you just as plainly if it is not.
Complimentary first read. No obligation, and nothing you send goes anywhere else.