WHAT I BUILD
Add-On Strategy & Integration
Design and build the system every add-on gets run through, from the deal you evaluate to the platform you absorb it into.
For PE-backed healthcare platforms where the next add-on is coming and every integration still starts from scratch.
What’s actually going on
The thesis runs on inorganic growth, and the board has authorized the next deal. What there isn’t is a system to run it. The first add-on is approaching and the team is improvising, or the last one was a scramble nobody wants to repeat. Every deal means coordinating across departments over months of prep, with no infrastructure underneath it, and execution rides on heroics that can’t scale with deal volume.
It starts earlier than integration. There's no shared way to decide which targets advance the thesis, so deals get evaluated on instinct and a spreadsheet that gets rebuilt every time. By the time a deal closes, the people who have to absorb it are seeing it for the first time. The team has the will. The system is what's missing.
How I help
I build the front half and the back half. How deals get sourced, evaluated, and qualified against the thesis. How they get executed, closed, and absorbed into the platform. Deal evaluation criteria, operational diligence checklists, the 100-day operating plan, the implementation countdown across departments, post-close performance tracking at 30, 60, and 90 days that rolls into the board report. The deliverable is the system, the operating cadence around it, and the team prepared to execute it.
The playbook gets built on a real deal. If an add-on is in flight, we run it through the system as we build the system, and the team that ran it owns it.
How we’d actually work
Two to three days a week, embedded with your corporate development and integration leadership. Always with a scheduled end and a real handoff to your head of corporate development, integration lead, and operations leadership. Your team runs the cadence with me before I leave. The integration cadence runs without me.
I don't show up with a pre-built scope. Every engagement starts with the Value Lever Diagnostic. I talk to the deal team, sit in evaluation reviews, and look at how the last integration ran or how the team is planning the first one, then come back with the sized answer: what to build, in what order, with what investment and timeline, and whether I'm the right person to do it.
When this tends to be the right call
A few moments where this work shows up:
• The first add-on is approaching and the team has no repeatable way to absorb it.
• The last integration was a scramble and the next one is on the calendar.
• The board has authorized inorganic growth but there’s no framework for evaluating which targets advance the thesis.
• A deal is on the table and the team doesn’t know whether to acquire or build the capability.
• Add-ons are getting absorbed but each one takes longer than it should and consumes a senior person for months.
• Closed deals stall at launch because no one owns the 100-day plan.
• Each integration reinvents the process the last one already figured out.
Where is the platform stuck?
First add-on coming up and the team is improvising? Or just had a scramble nobody wants to repeat? Tell me about the deal and what’s missing.
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