WHAT I BUILD
Integration Architecture
Design and build the playbook every add-on gets run through.
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.
Management doesn’t have a clear picture of how add-ons will be evaluated, executed, and integrated. The team has the will. What’s missing is the playbook that runs every add-on the same disciplined way.
How I help
I come in to build the playbook for the deal in front of you and every deal after it. Deal evaluation criteria, operational diligence checklists, the 100-day operating plan template, the implementation countdown across departments, post-close performance tracking at 30, 60, and 90 days. The deliverable is the playbook, the operating cadence around it, and the team prepared to execute it.
Deal evaluation without transaction execution produces approved deals that stall at LOI. Transaction execution without post-close integration produces closed deals that fail at launch. Post-close integration without evaluation discipline produces an operating model that absorbs bad deals. The infrastructure has to span all three to compound.
How we’d actually work
Two to three days a week, embedded with your corporate development and integration leadership. Three to six months for the core playbook build, longer if integration runs continue. 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 take two platforms at a time, which keeps me present in each engagement.
I don’t show up with a pre-built scope. Before I build anything, 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 a scoped recommendation: what to build, in what order, with what investment, and whether I’m the right person to do it. If I’m not, I’ll tell you and point you somewhere useful.
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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