A multi-office medical provider was rapidly growing organically and through acquisitions. The company needed to define processes, steps, and duration, and implement performance metrics and dashboards so they could drive acquisition ROI and office contribution.
The SSA & Company team developed a clearly articulated acquisition plan, aligned on a prioritized roadmap, and revised the integration approach and split it into defined phases. From there the team improved the project management process inclusive of project ownership, planning and updated meeting cadence, incorporation of follow-up measurement and post-mortem reviews. We developed integration tracking and illustration tools and reduced the diligence and integration timeline significantly. This resulted in a refined deal diligence process which led to faster approval and LOI, and overall acquisition and integration velocity. We increased the number of acquisitions and speed to run rate EBITDA, which resulted in significant enterprise value accretion at sale.
EBITA accelerated by 40%
Reduction in time to achieve acquisition EBITDA rates
A 500-basis point improvement across 150 offices
EBITA accelerated by 40%
Reduction in time to achieve acquisition EBITDA rates
A 500-basis point improvement across 150 offices
A healthcare services firm needed to create an operations strategy to re-engineer revenue and internal operations engines to achieve planned synergies of the acquisition.
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A healthcare service provider faced customer attrition due to poor quality of the customer experience and misalignment between organizational stakeholders.
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A provider of risk-adjustment/HEDIS chart retrieval, coding/abstraction, and analytics was faced with significant declines in margins due to reduced demand and increased competition.
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