Time To Sell?
Why Succession & Legacy Planning Matter When Selling a Healthcare Company
By Jake | jake@acquire.care | 845-826-0120
Selling a healthcare business is not like selling any other company. It’s not just about numbers or multiples—it’s about people, legacy, compliance, and continuity. Whether you’re running a home health agency, behavioral health company, or a multi-state care organization, one of the most overlooked aspects in a sale is succession and legacy planning. Yet, these two components can drastically influence both the price you get and the outcome you leave behind.
As someone who has advised healthcare sellers for over a decade, I’ve seen firsthand how the absence—or presence—of thoughtful planning shapes everything. That’s why at Acquire.care, we specialize in healthcare-specific exits. And it’s why I believe that who you work with during the sale can make or break your outcome.
Succession & Legacy: More Than a Buzzword
When you’re in healthcare, your business isn’t just a line item—it’s a mission. You've built relationships with patients, staff, referral sources, regulators, and communities. Selling a company like that can feel like giving up a part of yourself. And it can either end with a legacy you’re proud of—or regret you carry.
Succession planning ensures that your company can run smoothly without you. This gives buyers confidence. They don’t want to buy you, they want to buy a system.
Legacy planning, on the other hand, is about values: Who’s taking over? Will they treat your staff right? Will your patients still receive the same level of care? Will your community still be served? These aren't soft concerns—they’re strategic ones.
Why 6+ Months’ Notice Is Crucial for a Premium Sale
You’d be surprised how many sellers approach the market too late—when they’re already burnt out, dealing with unexpected life changes, or facing operational issues. If you want top dollar, a smooth transition, and a legacy you can stand behind, start planning your sale 6 to 12 months in advance. Here's why:
1. You Need Time to Clean Up the Books
Healthcare companies often have complex and non-standardized financials. Commingled personal and business expenses, multiple lines of revenue, or non-recurring costs can cloud the true profitability of your company. Six months gives you time to clean, normalize, and clarify your books—positioning your EBITDA in the most favorable light for potential buyers.
2. You Need a Solid Org Chart That Doesn’t Rely on You
Buyers don’t want to inherit an owner-dependent business. They want a system that runs on process, not personality. Establishing a professional management team, delegating responsibilities, and documenting SOPs gives buyers confidence that the company will run smoothly post-sale—and increases the chances you can exit cleanly.
3. Change of Ownership (CHOW) Takes Time—Especially in Healthcare
Licensing, Medicaid enrollment, and CHOW applications can take months, depending on the state and agency. Without proper lead time, your deal can be delayed—or even fall through. A longer runway allows you to build a transaction timeline that accommodates these requirements without stress or surprises.
4. If You Own the Real Estate, Lease Normalization May Be Required
In cases where you also own the building that houses your office or care facility—such as through a separate property company or family trust—it’s important to normalize the lease terms to reflect market rates. If the rent is artificially low (or high), it can distort the company’s expense structure and lead to incorrect EBITDA calculations.
Not all deals involve real estate—but for those that do, especially when buyers plan to keep the property under lease, this step is critical. A normalized lease provides a more accurate reflection of operating costs, which directly influences valuation multiples. Skipping this step can result in buyer pushback or reduced offers.
Why Jake Is the Best Advisor When Selling a Healthcare Company
You might wonder: Why not use a general business broker? Or just go directly to buyers?
Here’s why sellers consistently choose Jake at Acquire.care to guide their healthcare exit:
1. We Speak Healthcare Fluently
This isn’t just M&A—it’s healthcare M&A. That means understanding licensing, compliance, CHOW, staff credentialing, audits, referral patterns, and payer relationships. These are make-or-break factors for a deal.
You need someone who’s done this before—hundreds of times, across behavioral health, home care, ABA, nursing, and more.
2. We Prioritize Legacy as Much as Valuation
We don’t just get deals done—we help you walk away proud. If continuity of care, staff retention, and culture matter to you, you need an advisor who will protect that during negotiations. I’ve helped dozens of founders find the right buyer—not just the highest bidder.
3. We Get You Ready, Then Bring You the Right Buyer
Most deals die because the seller wasn’t ready—or because the buyer wasn’t the right fit. We work with you upfront to get everything in order, then quietly shop your company to a vetted network of strategic and financial buyers. No open listings. No tire-kickers. Just serious, confidential conversations.
Final Thoughts: Don't Just Sell—Transition With Intention
The healthcare world is changing fast. M&A is hotter than ever. But the sellers who win in this market aren’t the ones who rush—they’re the ones who plan.
If you’re thinking about selling in the next year, or even the next three years, let’s talk. I’ll help you understand your company’s value, identify opportunities to clean up and streamline, and position your business for a premium exit that respects your legacy.
I’m Jake. This is what I do. And if you want a sale that makes you proud—let’s start planning now.
📧 jake@acquire.care
📞 845-826-0120
🌐 www.acquire.care
