Medical Practices, Other Health Care & Fitness
Active
Established Cross-Border Elective-Surgery Facilitation Platform
Sacramento County, California, United States
Asking Price-
Revenue$16,524,982
EBITDA$2,184,242
Cash Flow-
Description
An integrated, cash-in-advance cross-border elective-surgery facilitation platform that coordinates self-pay surgery for patients travelling internationally to a contracted partner surgical facility. The Company controls the patient relationship end to end — digital lead generation, travel logistics, pre-operative coordination, and post-operative follow-up — across six surgical and procedural service lines, and is paid in full before any procedure is performed. FY2026 revenue annualizes to approximately $16.5 million at a 36.1% gross margin, with Adjusted EBITDA of approximately $2.18 million; gross margin has expanded in every period presented, from 21.8% in FY2023. The surgical facility operates at only 30%–35% of its patient-load capacity, so growth is capacity-led rather than demand-constrained. The revenue base carries no customer, payer, or reimbursement concentration — no single patient relationship is material and the Company does not bill insurers. One owned office is available to the buyer on an optional basis. Ownership is prepared to support a defined transition and would consider a full sale or a minority/partial sale to a strategic partner able to direct patient volume to the facility.
This communication relates solely to a potential change-of-control M&A transaction involving an eligible privately held company. It is intended only for prospective acquirers who will acquire control and actively participate in management and is not an offer or solicitation of securities. If these criteria do not apply to you, this communication is not intended for you; please do not access or review the transaction materials.
Facilities & Assets
The business is asset-light at the point of delivery: surgery is performed at a contracted partner surgical facility, not an owned clinical site. One owned U.S. office is carried at approximately $1.0 million of market value and available on an optional basis; two further owned properties are carved out (owned real estate at historical cost approximately $5.17 million, about $4.64 million net of depreciation). The transferable value is the operating engine rather than hard assets: an in-house digital patient-acquisition platform (two decades of organic-search domain authority plus paid-search accounts), a standardized qualification and coordination workflow common to all six service lines, the contracted clinical and foreign-contractor network, a fixed four-day/three-night itinerary and travel-logistics capability, and a patient database supporting repeat procedures (~35% of revenue). The Company funds no receivables, carries no inventory of consequence, and has no long-term debt.
Support & Training
Ownership is cooperative and prepared to support a structured transition. The sole-shareholder Chief Executive Officer is committed to a defined handover period and intends to transition out of the full operating role; thereafter the founder relationship concludes or continues on a consultancy basis at the buyer’s election. The business runs on a documented, process-driven operating model - a defined acquisition funnel, a defined qualification process, a fixed four-day itinerary and contracted clinical delivery - across four functions (patient coordination, clinical support, marketing, administration), reducing reliance on any single person. Books are closed monthly by an outsourced CPA. The buyer installs its own operating executive, assessed at $120K-$150K annually; recorded officer compensation runs near $382K annualized, so replacement cost is modest and already reflected in Adjusted EBITDA. The existing organization accommodates new leadership without displacing an incumbent team.
Market & Competition
Demand is structural and recurring. The Company serves self-pay and underinsured patients who cannot access elective surgery domestically at an acceptable price or timeframe. Three conditions sustain patient flow: the domestic out-of-pocket cost differential; waiting periods in single-payer systems, to which higher-value surgical lines are most exposed; and a drivable cross-border destination next to a national border that compresses the trip into a standard four-day itinerary. A patient’s options are a standalone foreign clinic, an intermediary broker, or an integrated provider owning acquisition, logistics and clinical delivery as one service; the Company is the integrated model. Barriers to entry are high: a rival must simultaneously hold an established organic-search footprint, contracted multi-specialty capacity and cross-border logistics. Headwind: GLP-1 therapies and new entrants have cut bariatric volume, which the Company met by diversifying. Addressable market not quantified.
Growth Opportunities
Volume into spare capacity: the facility runs at 30%-35% of patient-load capacity; incremental cases convert at the 36.1% gross margin against a largely fixed ~$3.16M annualized cost base, with no capex to absorb volume.
Service-line maturation: dental full-arch restoration launches within ~2 months and regenerative/stem-cell therapy is early-stage; both run on existing acquisition, coordination and travel infrastructure.
Referral and partnership volume: an inbound counterparty has proposed directing higher-value patients for a 10%-15% commission - no acquisition cost against a 6.4%-of-revenue ad ratio, converting near full gross margin.
Executive cost rationalization: annualized owner compensation (~$382K) sits above an assessed $120K-$150K replacement level; the gap is already in Adjusted EBITDA.
Geographic/platform extension: five source geographies across three continents are served with no dedicated international marketing, and the model is portable to a second site.
Business listed by
Meridian