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:
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
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.