Acquisition Strategy Build

Strategic plan, M&A evaluation framework, and acquisition business case built in sequence. Board authorized diligence spend for a target that would double the provider network.

THE SITUATION

The platform had growth ambitions, committed capital, and an acquisition opportunity that could accelerate the thesis by years. But there was no framework for evaluating whether to acquire or build, no criteria for assessing whether a specific target advanced the strategy, and no structure for making the case to the board. The platform needed a strategic plan before it could evaluate the deal, and an evaluation framework before the board would authorize diligence spend.

WHAT I BUILT

• Strategic plan: three priorities defining where the platform would focus, each with measurable performance objectives aligned to the payer partner’s expectations. The framework became the platform’s operating language for evaluating every initiative and investment.

• Solution design: three-tier affiliation model matching physicians to pathways based on their circumstances and willingness to change, from lightweight CIN participation through administrative support services to full employment and continuity

• M&A evaluation framework: criteria anchored to the three strategic priorities, with explicit logic for when to acquire capability versus build it. Assessment covered provider footprint, MSO infrastructure, value-based care readiness, technology standardization, and payer relationship transferability.

• Acquisition business case: quantified how a specific target accelerated all three priorities simultaneously. The target added approximately 100 providers across 50+ locations, closed critical MSO capability gaps the platform would take years to build, and created approximately $20M in cost-of-care savings through ASC-enabled site-of-service shifts.

THE RESULT

• Board authorized diligence spend based on the business case

• Platform moved from strategic deliberation to active deal execution

• Strategic plan, solution design, and evaluation framework each built sequentially as each layer revealed the next need

The three-priority strategic framework became the platform’s operating language. The solution design and affiliation model structure how the platform engages physicians. The M&A evaluation criteria and acquisition case methodology established the template for future inorganic growth decisions.

Where is the platform stuck?

Acquisition opportunity that could accelerate the thesis but no framework to evaluate it? Let’s talk.

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