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Selling your practice

Preparing to sell your practice (Tip #4: What’s the worst time to sell your practice?)

Over my years working with physician owners and practice administrators, I've learned that timing makes a big difference when selling a practice. Simply put, when you decide to sell can make a big difference in how much you'll sell it for. Are you thinking I'm referring to the economy? Market trends in your field? Or the current direction the political winds are blowing? External factors like those could impact your ability to get the best price for your practice. If you're just not ready to sell when private equity roars through your specialty market, well, that can leave you feeling like you missed the one great opportunity to cash out. Or if a recession hits, maybe you'll worry that prospective buyers will prefer to hunker down until the economy turns around. But these are factors beyond your control. The timing issue I'm talking about is something you have more control over—and it's a pitfall I've seen physician owners make in both highly favorable and unfavorable markets. The bad timing I'm talking about here is when a practice owner feels pressure to sell immediately. If you're tied to a looming deadline or otherwise desperate to sell fast, that urgency will likely result in a much lower price than you would otherwise have attracted. And, in my experience, this desperation can usually be avoided. Here are a few examples from my experience. Solo practice down the street An allergist client of mine called me about making an offer on a longstanding solo practice that had suddenly come on the market. The practice for sale was located just a few minutes down the road from my client's satellite office, so my client thought this could be a fast, easy way to expand that location. He was worried, though, that the price suggested the seller's view of his practice's value was inflated. Despite this concern, my client thought he should move fast to pull together some kind of offer. Apparently, other parties were interested—at least according to the seller. But in telling me all this, my client left out the most important part: the

By |2025-04-22T12:56:45-08:00April 22nd, 2025|

Preparing to sell your practice (Tip #3: Cards close to the vest)

If you're considering selling your medical practice, you may wish to talk over the process with someone. That's a good idea—as long as that person is not an employee of your practice. It may seem like you should give key employees (especially your most loyal, trusted ones) some kind of heads up that this big change could be coming. But making them aware of this possible disruption to their lives is unlikely to be helpful to them. In fact, it could have just the opposite effect. Let's just say that your office manager has been with you for a decade and has been instrumental in growing your practice. And let's also say that an investment group has approached you about the prospect of buying the practice. The initial terms look appealing. You like the buyers. A sale could really be happening! So why shouldn't you tell your office manager that something's in the works? Wouldn't that be better, and fairer, than unpleasantly surprising her later? Here are a few reasons why the answer is probably "no." 1) First and foremost: it's more stressful for the employee than you might realize. If your primary motivation for sharing this private information with a key/long-term employee is because you feel uncomfortable withholding information from them (perhaps even feel guilty about keeping secrets), consider this side of the issue before moving forward. When highly consequential, confidential information like this is shared with an employee, it puts an incredible burden on their shoulders. You'll need to ask them to keep it a secret from other employees, which may require them to be more reserved than they normally would be if anyone asks them a question about a potential sale. They'll feel pressure to "act" all the time. And all the while this trusted employee is pressured to protect your confidentiality, they'll also be burdened with stressful questions of their own about what the sale would mean for their future—questions you will not be able to answer. What's more, the process of selling your practice will take months. It could even take a year or more.

By |2025-03-30T11:52:21-08:00March 30th, 2025|

Preparing to sell your practice? (Tip #2: Choose the right CPA)

Thinking of selling your practice sometime soon? Say, within the next few years? To maximize your negotiating position and smooth the process, I recommend you hire an accounting firm with medical practice experience. (By that I mean... experience with medical practices besides yours.) Perhaps you haven’t given much thought to your accounting until now. If the bills have been paid and taxes filed, that's probably just fine. As a small business owner, it’s up to you how much you want to spend on accounting services. (Assuming, of course, that you invest the minimum to keep track of your money and satisfy tax requirements.) Once you decide to sell, though, your accounting will be thrust into the spotlight. Your financial records will function almost like marketing documents. Clean, understandable, detailed documentation of your business's expenses and revenues will help you stay in the driver's seat when negotiating the best price for your business. Before you go to market, a CPA with medical practice experience can also help your practice administrator categorize revenues and expenses so that you can easily spot trends and make profit improvements. This can be very important in the year (or two or three) before you get serious about selling. You can also work with your CPT to identify practices (like use of personal credit cards) that might be pesky to untangle as you present your practice to buyers. The right healthcare-literate CPA will organize your financial statements in a manner that puts your practice's operations in the clearest and best light. The right accountant can help you track things like your loans/lines of credits and government payments so that they’re easily explained to a potential buyer. This can ease the due diligence process, too, once you reach that stage. Hiring a CPA with clear medical experience may also avoid some pricing pitfalls. A generalist CPA may consider your practice more similar to other small businesses than it is. That can lead to valuation assumptions that differ from typical medical practice sale prices. Bottom line: even if a CPA with demonstrable medical practice experience costs a bit more,

By |2024-12-09T18:17:55-08:00December 9th, 2024|

Preparing to sell your practice? (Tip #1: Get it into fighting shape)

If you're thinking about selling your medical practice sometime relatively soon—say, within the next few years—there's no time like the present to give your business a thorough evaluation. By digging into the details of operations and finance, you will: Be better able to describe your business to prospective buyers Have a clearer idea of what the business is worth Perhaps most important, be able to make improvements now that could yield a higher price Regarding the last bullet: all practice businesses have some room to improve (nobody's perfect). Most have enough opportunity to build on strengths and correct inefficiencies to make a noticeable difference in the bottom line. This could be consequential for you even if you don't sell your business. (After all, most improvements you'll discover will be repeatable, so the financial upside will continue in the future.) But if you plan to sell, every increase in your bottom line has the potential to increase the price your practice can attract many times over. For example, if you discover that you're losing prospective patients due to front office turnover or correctable phone issues (maybe just a few patients, so you never noticed until you looked closely), fixing that problem creates new revenue possibilities immediately. Those new revenues don't require more costs, so your profits improve. Those improved profits are sustainable, meaning the financials you'll use to bring your business to market will look better—and attract better offers. There are many areas of a practice business that are candidates for quantitative analysis. On the revenue cycle side, many metrics from your EMR/PM system can be evaluated and improved to drive more revenue relatively painlessly. Understanding and improving your technology utilization (even just with the systems you already have) can usually unlock efficiency, and that extra efficiency can reduce stress while improving capacity. Correcting common coding errors can also yield an immediate revenue increase without any more work. These are just a few of the areas you could look at first. If you want to tackle this type of analysis yourself, our books are a great way to learn how to

By |2025-03-18T13:20:07-08:00December 9th, 2024|

Why PE buyers seem to pay so much more for medical practices

In recent years, private equity (PE) purchases and roll-ups of physician practices have gotten a lot of attention in the media and in physician circles, mainly because of the opportunity they represent for physician owners to sell their businesses for attractive prices. In fact, if you're in a market where PE buyers are on the hunt for practice acquisitions, some of the selling prices you've heard might seem almost unbelievable. At least, they might if you're familiar with the prices sellers can expect when selling to another practice owner, larger group, or, perhaps especially, a hospital. A sale to private equity can definitely be financially rewarding. As I write this, I have just finished helping a client through the entire process of evaluating PE buyers, presenting his practice, negotiating a solid deal with his preferred buyer, and navigating the complexities and details of due diligence. The entire process took the better part of a year, but I'm happy to say that my client was rewarded for all the hard work of building his practice over many years—and not just with an impressive financial return. He also secured a promising future for his practice and his employees. It can be done! But if you're contemplating selling and wondering if those big numbers you've heard mean you should only focus on PE buyers, there are a few distinct features of PE deals that can help explain, at least partly, why the prices are higher than offered by other buyers. These differences are important to understand and consider as you contemplate an exit strategy for yourself and your practice. Comparing PE offers you're hearing about to transactions involving other types of buyers, price alone might not yield an accurate, apples-to-apples comparison. A PE sale might offer more potential upside, but there will be conditions to the deal that differ from a more typical business sale—conditions that affect how much a seller can actually expect to net. You'll want to factor these into your analysis of your options. Here are three common features of PE deals that drive their offers higher than other types

By |2024-11-29T16:51:57-08:00November 29th, 2024|
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