Healthcare · Medical practice transition
Selling a medical practiceHospital, private equity or a physician group? The right partner depends on what you want next.
We help medical practice owners — from solo physicians to multi-provider groups — understand value, evaluate exit or partnership options, and guide the M&A process from planning to close.
Where owners start
Selling a medical practice can be an overwhelming process.
You built something valuable
As the owner of a privately held medical practice, you have worked hard to build it, taken financial risks and supported employees’ lives while maintaining flexibility in how you care for patients and practice medicine.
When it comes time to transition from your life’s work, few practice owners have experienced the scale and complexity involved in selling a going concern. Selling a medical practice is a complex process involving numerous challenges and regulatory hurdles.
Often the value of a practice is tied to the continued employment of physicians. Valuation, equity roll-up and holdbacks are just a few of the topics requiring careful attention. Understanding the overall process, your options, and the risks and benefits of each is critical to achieving the outcome you want.
Our process starts with you
The first step is identifying and prioritizing your objectives.
Our process starts with you · 01
What is most important to you?
Financially, professionally and personally. The answer shapes every decision that follows, including whether a transaction is the right move at all.
Our process starts with you · 02
What do you want to accomplish through a transaction?
Liquidity, a partner for growth, relief from administration, continuity for your providers, or a defined path out. These lead to different buyers and different structures.
Our process starts with you · 03
Is selling even the best route?
Not always. We help you evaluate your options and determine whether a transaction aligns with your long-term financial and exit goals. If a sale does not look like the best path for your objectives and circumstances, we will tell you so candidly.
Our process starts with you · 04
What would life look like afterwards?
Compensation, schedule, clinical control, leadership role and exit timeline. A transaction should make sense financially and also work in real life once the documents are signed.
Already received an offer?
An indication of interest is a starting point. Not an answer.
Some of our clients contact us after receiving an indication of interest from a potential buyer and are unsure how to respond. An unsolicited offer can be a useful starting point, but it rarely tells you whether the value, the structure and the buyer fit are truly competitive.
Who is this buyer, and what are they trying to build?
Is this the right time to consider an exit?
Are you receiving the best possible value for the practice?
What will be expected of you and your providers after closing — and on what terms?
A direct approach from one buyer does not necessarily mean it is the right buyer, the right time, or the best available option.
One real transaction
Why valuations can vary, even for the same practice.
A direct offer valued the practice at $5M. After multiple buyers were engaged, the same practice received four offers ranging from $6M to $10M.
Same practice. Different outcomes based on approach.
Why work with Next Point
The best deal isn’t just about numbers. It’s about the fine print.
20+ years of experience
Deep industry experience negotiating and completing transactions that align closely with the owner’s objectives.
A team effort
We collaborate with your accountant and attorney so the transaction runs as one process, not three.
Terms beyond price
Cash at closing, rollover equity, earnouts, holdbacks, employment agreements, restrictive covenants and clinical autonomy.
You stay focused on care
We guide you through every step so you can keep doing what you do best — providing exceptional patient care.
Our repeatable process
Seven steps, run the same disciplined way every time.
Our process starts with you. Once your objectives are clear, the transaction itself follows a defined sequence — so you always know what phase you are in and what comes next.
What’s next? It starts with a conversation. Where do you want to be in the future? What has to happen to make that possible? What’s holding you back? The conversation is free and confidential.
Done deals
Recent transactions.
Navigating the M&A process is never easy, but Jui and the Next Point team were with us every step of the way. Their guidance through this complex and lengthy journey was invaluable, helping us maximize value and achieve the outcome we were hoping for.
Dr. Anthony Polit
Practice owner
Jui and her experienced team provided invaluable education, support and understanding. She knew all the details and fine print, making sure I was familiar with my situation so that I felt comfortable making decisions. Most importantly, she gets you prepared.
Dr. Shawn Casey
Practice owner
Honest input from people formerly in your position. See more of our results →
eBook · free download
The Physician’s Exit Plan
What to know before selling your medical practice: how buyers underwrite provider productivity and payer mix, what rollover equity really costs, and the terms that shape your life after closing.
We use your email to send the guide and nothing else. No lists, no forwarding.
FAQs
Questions physicians ask us first.
What should physicians know before selling a medical practice?
Before selling, physicians should understand how buyers will view the practice, not just how it has performed historically. Buyers look at revenue quality, provider productivity, referral sources, payer mix, patient volume, management depth, compliance risk and how dependent the practice is on the owner. Tax planning, employment expectations, rollover equity and deal structure should also be considered in advance of going to market.
How is a medical practice valued in an M&A transaction?
Valuation usually depends on adjusted EBITDA, specialty, growth trends, provider mix, payer mix, location, scalability and perceived risk. Buyers also consider whether the physician owner and other key providers will remain after closing, since clinical continuity can be central to preserving revenue. The highest offer is not always the best offer if the structure includes aggressive earnouts, uncertain rollover equity, or employment terms that do not align with your goals.
Should I respond if a buyer or private equity group contacts me directly?
Yes, but carefully. Before responding in detail it is worth understanding who the buyer is, what they are trying to build, how they value practices like yours, and what expectations they may have after closing. A direct approach from one buyer does not necessarily mean it is the right buyer, the right time, or the best available option.
What types of buyers acquire medical practices?
Medical practices may attract interest from private equity–backed platforms, specialty consolidators, health systems, strategic healthcare companies, larger physician groups and sometimes independent buyers. The right buyer depends on specialty, size, geography, provider base, growth opportunity and your goals. Some are focused on scale and growth; others are a better fit for continuity, culture and a more gradual transition.
What deal terms matter besides purchase price?
Cash at closing, rollover equity, earnouts, holdbacks, employment agreements, compensation structure, restrictive covenants, governance rights, clinical autonomy and post-closing responsibilities. These terms can have a major impact on the true economics of the transaction and on your day-to-day life after closing.
When is the right time to start planning?
Before you feel ready to sell. Early planning gives you time to understand value, address risk areas, evaluate buyer interest and decide what kind of transition would actually work for you. For many physicians the question is not only what the practice is worth, but what they want life to look like after a transaction.
Can I sell my medical practice and continue practicing?
In many transactions, yes — buyers often expect physician owners and key providers to remain involved for a period of time. The important question is under what terms: compensation, schedule, clinical control, leadership role, equity participation and exit timeline should all be addressed carefully.
Insights & resources
Insights for medical practice owners.
Selling a practice is complex. Talking to Jui isn’t.
Whether you are evaluating an opportunity, considering next steps, or thinking about how to build an exit strategy, a clear perspective matters. It starts with a conversation.
The conversation is complimentary and confidential. No obligation.