Founder-led reactive management to institutional operating discipline in 12 months. Administrative cost per visit fell from $65 to $44 as visits grew 40%, and employee engagement rose 20%.

A board deck request to a full governance and communication model in seven months. The board authorized the next phase of capital deployment.

A once-in-a-hold platform decision run on ten criteria and ten-year cost models. $30M in projected savings, positive NPV, breakeven in year five, and an evaluation framework the team kept.

Commercial Infrastructure

A commercial operating system built on top of four affiliation pathways. The platform grew from 16 to 36 practices, 100 to 400+ providers, $50M to $100M+ revenue.

Commercial Infrastructure

The addressable market expanded from one physician segment to the full independent practice landscape, through two new pathways both generating consistent deal flow after launch.

Commercial Infrastructure

A regional thesis converted into an executable market plan. One market to four: 20 practices, 200+ providers, $50M in incremental revenue over three years.

Commercial Infrastructure

A behavioral health line that had grown without a plan, given a strategy, a scorecard and a billable Collaborative Care Model. Revenue roughly tripled, from about $5M to about $15M a year.

Payer Economics

Medicaid capability built across nine practices in seven months. $1.5M run-rate revenue, ~$840K EBITDA swing, and an entire pediatrics practice category newly accessible as M&A targets.

Payer Economics · Commercial Infrastructure

The partner declined the joint venture structure the platform proposed, then became a competitor. Built the growth engine they would not: an anchor payer contract, 400+ providers, and ~28,000 attributed commercial lives through a pathway that did not exist before.

Add-On Execution

One opportunistic deal to M&A infrastructure that carried 20 transactions and $100M+ in capital deployment, across deal evaluation, transaction execution, and post-close integration.

Add-On Execution

A close date the buyer set, with no day-one revenue gap. Practice revenue owned from close, and the switch to the platform's own entity in under four months, once credentialing finished.

Commercial Infrastructure

Commercial infrastructure built from zero and validated through a three-market pilot. The network grew from 97 to 170 providers during the engagement.

Add-On Execution

Strategy, an acquisition evaluation framework, and a business case for a specific target, built in sequence. The board authorized diligence on a target that would double the provider network.

Unit Economics

A 13,000-case imaging backlog cleared in six months and throughput up 40%, with the staffing model rebuilt on measured capacity so the queue had nowhere to re-form.