30 operators, one owner
Municipal operators and aid organizations as clients, everything depends on you. You want to build processes before you leave.
Does this sound familiar?
Two situations we know
The insurers are going digital
Electronic prescriptions and data exchange are coming. You need IT investment, and on your own it does not pay off.
Your day-to-day, as we know it
This is what happens in your business before anyone talks about succession
Missing prescription
After the mission, the prescription for patient transport is missing. Your team chases practices and hospitals by phone.
Approval and aborted trips
Unapproved patient transports and aborted trips lead to disputes with insurers. The rules differ by contract and state.
Patient co-payment
The statutory co-payment must be collected. Exemptions, wrong addresses and small amounts make a lot of work.
Fees per contract
Every client has its own agreements under Section 133 SGB V or municipal fees. The rates must be stored cleanly in the system.
How we measure your company
The metrics we look at in the first call
We look at the numbers you use to run your business yourself. The right column shows our acquisition criterion.
| Metric | What it tells us | Our benchmark |
|---|---|---|
| Number of clients | How broad your base of aid organizations, private services and operators is. | Good from 20 clients. |
| Largest client | How hard a tender or a change of operator would hit you. | None above 20% of revenue. |
| Missions per month | How much volume your processes can handle. | We look for stable volumes over three years. |
| Share of documents submitted late | How well the interface between station and billing works. | We look at trend and causes. |
| Data transmission to insurers | Whether you deliver electronically under Section 302 SGB V directly to the data acceptance points. | Certified data transmission to insurers. |
What actually changes after the acquisition
Step by step
We automate the desk work. Professional decisions and customer contact stay with your people.
TodayMatch mission reports and transport forms
With GTPThe system links report, prescription and mission data. The specialist only clarifies missions where something is missing.
TodayDetermine the payer and assign the rate
With GTPInsurer, accident insurance or self-payer and the right rate are suggested. The specialist decides on unclear cases.
TodayHandle rejections from insurers
With GTPThe system sorts rejections by reason and drafts objections. The specialist checks and approves.
TodaySend reminders for co-payments and self-payers
With GTPInvoice, exemption check and dunning levels run automatically. Your team still decides on goodwill.
Your systems stay in use:NIDA (medDV)Payer files of the health insurers
AI potential in the segment
How much desk work can really be automated here
This is GTP's assessment. We show it upfront so you can see what we will work with after the acquisition.
Mission data without manual entry
Interfaces and text recognition transfer mission reports and prescriptions directly into billing.
Check transport cases automatically
A rule set checks approval, type of transport and mileage before transmission to the insurer.
Handle deductions in batches
A model groups reasons for deductions and generates corrections and draft objections per group.
What limits the technology here
Billing under Section 133 SGB V runs through certified data transmission, and operator associations prescribe their own proof formats.
What this means for you
You get the IT investment that does not pay off for your company on its own.
Sources National Association of Statutory Health Insurance Funds, information on electronic billing under Section 302 SGB V (2026)
What we want to see
The documents we need
After the first call and the non-disclosure agreement, these five documents are enough for a solid offer.
- List of clients with revenue, contract term and notice periods
- Evidence of electronic data transmission under Section 302 SGB V
- Analysis of rejected and reduced missions by insurer and reason
- Interface description for mission documentation and dispatch center data
- Data protection concept and data processing agreements with clients
What we buy
Our acquisition profile for this segment
Criteria
- 20 or more clients (public operators, aid organizations, private providers)
- EBITDA from €0.5m
- No client above 20%
- Certified data transmission to insurers
Value drivers
- Framework contracts with municipal operators
- Digital capture of mission data
- Deduction rate below market
Value reducers
- Manual entry of mission data
- A few operators account for a large share of revenue
- No objection management
How you can tell we know your business
Three facts you can quote
- 01Ambulance and patient transport services bill statutory insurers under Section 133 SGB V.
- 025,085 MVZ and 191,875 statutory health insurance physicians prescribe patient transport (KBV 2024/2026).
- 03Healthcare transactions in 2025: 240 in Germany, 59 of them with private equity (PwC 2026).
Market range, third-party source
What comparable companies trade at in the market
| Size class | EBITDA multiple |
|---|---|
| Micro-cap, revenue below €5m The relevant class for most succession cases in this segment | 4.0x to 6.0x |
| Small-cap, revenue €5m to €50m | 5.5x to 7.2x |
Category healthcare: care and service providers. Source: DUB KMU-Multiples Q2/2026. The DUB figures show asking prices and price expectations on a business marketplace. They do not include completed transactions. The range comes from an independent third party and is not an offer from GTP.
From multiple to cash
The multiple gives the enterprise value. What reaches your account depends on four items:
- Net financial debt
- Loans, leases and shareholder accounts are deducted, cash is added.
- Working capital
- We assume a normal level. An account emptied before the sale reduces the price.
- Investment backlog
- Vehicles, measuring equipment and software due in the next two years are deducted from the price.
- Payment structure
- Part of the price is paid only after signing, through a rollover or a performance-based component.
What lowers the value
If one of these points applies, the value drops:
- The owner personally holds the key customers
- Short remaining terms or contracts that can be terminated at any time
- If a large share of revenue depends on one customer, the price goes down.
- No second management level that runs the business without the owner
We calculate your value in the first call using your numbers. We go through the four items openly with you, even if the result is below your expectations.
All market data and the regulatory timeline for non-medical healthcare services
Frequently asked questions
What owners in this segment ask
Do you also buy ambulance services themselves?
No. We only buy the billing service provider.
How does this fit with your other acquisitions?
We buy you as an add-on to a therapy or private billing company. Insurer interfaces and processes are the same, and the clients are new.
What do you automate?
Mission data capture, plausibility checks, deduction handling, draft objections.
How long do I stay?
6 to 24 months, rollover of up to 25% possible.
Non-medical healthcare services
More segments in this area
Sell a medical billing office
GOÄ billing for practices and hospitals, with or without a platform.
Sell a therapy billing companyBilling with statutory health insurers under Section 302 SGB V for therapists, medical supply stores and nursing services.
Sell a medical controlling companyCoding, MD management and revenue assurance for hospitals.
Sell a dental billing companyBEMA and GOZ billing as a service, without factoring on the own balance sheet.
Sell a practice back office companyHR administration, accounting and contract management for practice groups, without billing.
Sell a hygiene and QM documentation companyDocumentation and audits for practices and MVZ, as an addition to a billing core.
Why we buy this segment
In billing, the know-how sits in the heads of your specialists. AI takes over the data capture, the decision stays with your team. Whoever checks today will do so after the acquisition too.
I have automated back-office processes in large organizations. Where companies cut jobs first, they later lacked the know-how for billing.
For M&A advisors, tax advisors and succession advisors
Response on your client usually within 72 hours
Acquisition profile, teaser metrics and our commitments for all 24 segments are on a separate page. We only approach your client through you.
First step
Talk to a buyer who knows your segment
A 30-minute call is enough to know whether we fit. Afterwards you get a written assessment with reasons.
Request a confidential first call
Or call us: +49 40 89741812
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