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Healthcare & Healthcare Services
Healthcare doesn't fail because the medicine is bad.
It fails because the business can't breathe. Because reimbursement systems that seemed simple turned Byzantine. Because growth happened faster than systems could support it. Because regulatory compliance became a checkbox instead of a culture.
We've seen the pattern repeat across dialysis centers, hospital systems, home healthcare organizations, durable medical equipment suppliers, hospice programs, and infusion services. The clinical care might be excellent, but the operational engine is choking.
A Fortune 500 dialysis provider discovered that rapid growth had masked profound dysfunction. Regulatory non-compliance wasn't a paperwork problem -it was a leadership problem that had infected an entire region. Three hundred employees, twelve centers, and a regional office in chaos.
The fix wasn't another consultant's PowerPoint. It was reorganizing practices from the ground up, replacing forward-looking professionals where needed, and rebuilding trust one clinic at a time.
Healthcare businesses fail differently than other industries. The stakes aren't just financial -they're human. When a home healthcare company's billing system collapses, patients still need care tomorrow morning. When a hospital system hemorrhages cash, beds don't wait to be filled.
We've watched a one-hundred-million-dollar home health organization nearly implode because management bet everything on an unverified billing system. Fourteen franchisees across the country became apoplectic as their revenue streams vanished overnight. The technical failure was obvious. The real crisis was maintaining care continuity while simultaneously restructuring operations, placating franchisees, and securing lender confidence.
The healthcare companies that call us aren't looking for someone who understands medicine. They need someone who understands what happens when cash collateral battles meet patient care obligations. When Medicare reimbursement delays cascade into payroll crises. When regulatory penalties threaten not just profits but licensure itself.
We've been interim CEOs at organizations where the accounting was shoddy and employee accountability was nonexistent. We've been COOs at faith-based hospital systems where mission and margin collided violently. We've managed bankruptcy proceedings while ensuring patients received uninterrupted durable medical equipment.
The middle market is where healthcare gets interesting and complicated. You're too large to fly under regulatory radar but too small to absorb system shocks that larger health systems can weather. A twenty-million-dollar medical equipment supplier doesn't have the luxury of quarterly losses while fixing foundational problems.
What we bring isn't a healthcare background -it's operational surgery. We've held the chair of leadership in crisis. We know how to implement financial controls while secured lenders circle. We know how to position hospice programs for board approval, home health operations for competitive sale, and distressed dialysis centers for turnaround.
The healthcare industry rewards those who can navigate contradictions. You need to cut costs while maintaining quality. Achieve regulatory compliance while moving with speed. Preserve going-concern value while preparing for sale or restructuring.
These aren't abstract challenges. They're the difference between a successful three-sixty-three sale and liquidation. Between returning operations to original ownership and losing everything. Between meeting budgetary goals and watching stakeholders get burned.
Healthcare restructuring isn't about choosing between patient care and financial survival. It's about recognizing that without operational excellence and financial stability, patient care becomes impossible.
The question isn't whether your healthcare business can be saved. The question is whether you're willing to make the decisions necessary to save it before the fire consumes everything you've built.
