Embedded Transformation for PE-backed healthcare platforms

Can your platform execute the thesis?

I answer that in six to eight weeks: the biggest lever found and sized, with a board-ready build plan.
Then I build the operating system that captures the value, and your team runs it when the build is done.

I answer that in six to eight weeks: the biggest lever found and sized, with a board-ready build plan. Then I build the operating system that captures the value, and your team runs it when the build is done.

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Healthcare PE | Platforms roughly $20M to $250M in revenue | Sign-to-close through exit

Healthcare PE | $20M to $250M revenue | Sign-to-close through exit

The Gap

Between thesis and execution

The thesis modeled the outcome. Not the operating systems required to achieve it.

What the sponsor sees

What the CEO already knows

Updates without progress

The sponsor sees

“The plan is right. It just isn’t landing. Every quarter has more updates but nothing seems to be getting done.”

No cross-functional owner

The CEO knows

“I have an owner for every function. I don’t have one for anything that crosses them.”

A plan with no one to run it

The sponsor sees

“We can say what needs to happen. There’s no one to do it.”

No build capacity

The CEO knows

“The people who could do it are the ones keeping the lights on.”

What I Build

Three bounded units of work, each keyed to a stage of the hold.

Value Lever Diagnostic

6 to 8 weeks

Transformation Office

TRANSFER

Your team runs the office from here

Exit Readiness

12 to 18 months before a process

SIGN

THE HOLD

PROCESS

Find it

Value Lever Diagnostic

A thesis diagnostic, not a function audit. It finds and sizes the platform’s biggest value lever and hands you a board-ready build plan.

Build it

Transformation Office

One place where cross-functional work is owned, sequenced against real capacity, and measured against what each build was underwritten to deliver.

Prove it

Exit Readiness

Finds what a buyer would discount, before the buyer finds it, while there is still time to fix it, and makes the value built during the hold defensible.

Value domains

Volume, price, cost, inorganic growth.

Any one of the four can be the whole build, once the diagnostic has sized it.

Where volume comes from

Commercial infrastructure

Referral development, practice affiliation, and entry into new markets and service lines. The commercial data architecture underneath them.

What each unit is worth

Payer economics

Rate, mix and capture as pricing work. Risk and value-based contracting as product expansion.

What each unit costs

Unit economics

Cost to serve by site, by service line, by patient, and the delivery capacity that sets it.

What a deal actually delivers

Add-on execution

Evaluation, qualification, diligence coordination, integration, post-close tracking.

How I work

Embedded, not advisory

Inside, not alongside

I operate inside your rhythm. In your meetings, your cadence, your team. The work happens in context, not in a parallel workstream competing for attention.

Build, not advise

I don't hand you a strategy deck and wish you luck. I build the systems, tools, and processes with your team, so the people who run them are the ones who built them.

Yours, not mine

When the build is done, the systems are yours. Your team runs them. I move on. The capability compounds after I'm gone.

About Me

Martel Campbell

Four years as Chief Transformation Officer of a PE-backed multi-site physician services platform.

I designed the investment thesis, then crossed to the operator side and built the infrastructure to deliver it. Investors design the thesis, consultants advise on it, operators run it, and each sees only their piece. I’ve built the whole chain, from thesis to infrastructure to results.

Now I do that work inside other PE-backed healthcare platforms. I embed with the leadership team, size the lever worth the most, build the infrastructure that captures it, then leave the team running it.

How I built it

Testimonials

From the platforms I built with

As growth accelerated, the board pushed for more rigor in how priorities were set and execution was managed. Before this work began, commercial efforts were fragmented, strategy was inconsistent, pipeline visibility was limited, and decision-making was reactive. Martel led a full reset, rebuilding the growth infrastructure from the ground up. The result was materially stronger sponsor confidence and a leadership team operating with far greater clarity, focus, and control.

PE-backed CEO, Multi-site physician services platform

Where is the platform stuck?

Tell me about the platform and the thesis. I'll tell you what I'd size first, what I'd build after it, and whether I'm the right person to do it.

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martel@martelhealth.com