Our Acquisition Process
Ojala Healthcare Group follows a systematic, value-creating approach to acquiring and integrating infusion therapy providers.
Our 7-Step Acquisition Methodology
- Target Identification: We identify high-quality infusion therapy providers in South Florida with $500K-$3M in annual EBITDA and strong clinical reputations.
- Initial Outreach: Our team makes direct contact with owners to discuss potential partnership opportunities.
- Preliminary Assessment: We conduct a high-level evaluation of the business, including financial performance, clinical quality, and growth potential.
- Letter of Intent: We present a non-binding offer outlining the proposed transaction structure and valuation (typically 3-5x EBITDA).
- Due Diligence: Our team conducts comprehensive financial, operational, clinical, and legal due diligence.
- Definitive Agreement: We finalize and execute the purchase agreement and related transaction documents.
- Integration: We implement our 100-day integration plan to capture immediate synergies and establish operational improvements.
Our 100-Day Integration Plan
Pre-Closing
- Develop detailed integration plan
- Prepare communication strategy
- Identify key staff for retention
- Establish baseline metrics
- Prepare day 1 checklist
Days 1-30
- Comprehensive operational assessment
- Implementation of standardized clinical protocols
- Integration of billing and revenue cycle management
- Staff retention and alignment
- Initial communication with referral sources
Days 31-60
- Centralization of administrative functions
- Supply chain optimization
- Implementation of quality metrics tracking
- Cross-training of clinical staff
- Technology integration
Days 61-100
- Marketing to referral sources
- Expansion of service offerings
- Implementation of patient satisfaction tracking
- Preparation for next acquisition
- Performance review and adjustment
Our Value Creation Approach
We create value through a combination of operational improvements and strategic positioning.
Operational Value Creation (60%)
- Standardization of clinical protocols
- Optimization of staffing models
- Implementation of best practices across locations
- Centralization of administrative functions
- Supply chain optimization
- Shared administrative resources
- Technology implementation for efficiency
- Reduction of redundant expenses
- Expansion of service offerings
- Improved payor contracting through increased scale
Strategic Value Creation (40%)
- Multiple expansion from 3-5x acquisition to 7-10x exit
- Building sufficient scale (typically $15-20M in EBITDA)
- Establishing strong regional brand recognition
- Implementing sophisticated financial reporting
- Developing a robust management team
- Creating demonstrable operational improvements
- Strategic positioning for larger acquirers
- Development of proprietary clinical protocols
- Creation of barriers to entry in local markets
- Establishment of strategic partnerships