In an environment of rising costs, declining reimbursement and increasing regulatory complexity, Healthcare executives and transaction stakeholders justify this activity by promising operating synergies, economies of scale, product/pipeline expansion, and cross-selling opportunities.
We will assess potential merger synergies, stand-alone performance improvements and key operational risks. Our professionals analyze business and work process, identify opportunities for value creation and compare the target’s production-related systems to those considered “best-in-class.” We can help clients evaluate:
Key Elements of Operational Due Diligence
Human Resources and Management Teams
Manufacturing, Production and Distribution Processes
Sales and Marketing Effectiveness
Equipment and Material Resources
Labor Utilization and Resource Planning
Supply Chain and Logistics
Internal Systems and Controls
Proprietary Model of Due Diligence
A model & approach to Due Diligence using a proprietary methodology, our engagement team examines issues across all functional and operational areas of a company.
This in-depth forensic-style examination of operational factors provides stakeholders with insightful and actionable information from which to make more informed decisions. It also increases the likelihood of long-term deal or initiative success.
Several factors are driving healthcare organizations toward mergers and acquisitions, including Obamacare, Population Health Management, MACRA/MIPS, Risk Contracting; required technology investment, strong credit markets and; positive demographic trends such as an aging population; significant private equity interest; and overall reimbursement stability.