Back office for 30 MVZ, partner exits
Your business partner is 64, you are 50. You are looking for someone who buys him out and lets you carry on.
Does this sound familiar?
Two situations we know
Consulting becomes operations
You have turned practice consulting into an ongoing operating model. Now you want to sell and keep scaling the model.
Your day-to-day, as we know it
This is what happens in your business before anyone talks about succession
Quarterly KV billing
Forms are missing, referrals have not been scanned in, the plausibility check looms. In the end, your team helps each site one by one.
Telematics infrastructure in daily work
Connector, card terminal, electronic sick notes and e-prescriptions tend to fail at the worst time. Then the practice calls you, even if the fault lies with the vendor.
Staff across sites
Holidays, sickness and rosters of medical assistants must be balanced between sites. Every gap shows up immediately in consulting hours.
The line to the medical side
Your fee may not depend on medical revenue. That must be cleanly separated in the contract and in practice.
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 |
|---|---|---|
| Share of term contracts | How predictable your revenue is over several years. | Good with mostly term contracts. |
| Number of clients and sites | Whether your model works for several operators in parallel. | Multi-client across several operators. |
| Fee model | Whether you bill flat fees or by effort. | No revenue share in medical services. |
| Terminations over the last three years | How satisfied MVZ and practices are with your service. | We look at reasons and trend. |
| Services per client | How deeply you are involved in billing, HR, purchasing and IT. | We look for several services per client. |
What actually changes after the acquisition
Step by step
We automate the desk work. Professional decisions and customer contact stay with your people.
TodayPrepare quarterly billing per site and work through error lists
With GTPThe system flags missing forms and unusual code combinations in advance. The specialist clarifies the list with the practice.
TodayTake calls and appointment requests for several sites
With GTPStandard requests such as appointments, prescription requests or opening hours run automatically. Medical questions go to the practice.
TodayCoordinate medical assistant rosters across sites
With GTPSuggestions for cover are generated from availability. The practice manager decides.
TodayDistribute incoming mail, findings and invoices
With GTPDocuments are read, assigned and filed at the right site. Your team only checks what is unclear.
Your systems stay in use:CGM MEDISTARCGM ALBISCGM TURBOMEDmedatixx
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.
Prepare HR documents automatically
Text recognition and a model read hour reports and contracts and prepare payroll.
Pre-code documents
A classifier pre-codes incoming invoices per client, and accounting only checks deviations.
Check quarterly billing for errors
A rule set checks clients' KV billing data and reports plausibility errors before submission.
What limits the technology here
Professional law under Section 31 MBO-Ä prohibits steering medical decisions, so no model may give practices recommendations on services.
What this means for you
You keep the client contact. We standardize the back office so that more clients work without more staff.
Sources Bitkom Research, AI use in practices and hospitals (2025)
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.
- Client contracts with scope of services, term and fee model
- Legal review of the fee model to separate it from medical services
- Revenue per client and site over three years
- Overview of the practice management systems and telematics components supported
- Staff list with assignment to clients and sites
What we buy
Our acquisition profile for this segment
Criteria
- Term contracts as the core of the business
- EBITDA €0.5m to €5m
- Multi-client processes
- No revenue share in medical services (Section 31 MBO-Ä)
Value drivers
- Standardized back-office processes
- Mixed clients from office-based physicians and hospital MVZ
- HR administration as a core service
Value reducers
- High share of projects and consulting
- Most clients are PE-owned MVZ chains
- Fee models we would have to restructure legally
How you can tell we know your business
Three facts you can quote
- 015,085 MVZ with 31,872 physicians, 95% of them employed (KBV 12/31/2024).
- 02MVZ ownership: 45% hospitals, 42% office-based physicians, 13% other (KBV 2024).
- 0359 of 68 MVZ and lab transactions in 2025 involved 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
What is the difference between consulting and operations?
We buy the ongoing operation with monthly services, contract terms and documented processes. We do not buy consulting projects.
Is regulation of investor-owned MVZ a risk?
There is no direct ban for service providers. If growth of PE-owned MVZ is slowed, the client base shrinks. That is why we look for a mix of office-based physicians and hospital MVZ.
What do you check under professional law?
We do not steer medical decisions and do not take an impermissible share of revenue. Where necessary, we adjust fee models.
How fast?
Response usually within 72 h, indicative offer in 2 to 4 weeks, closing usually in 6 to 9 months.
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 an ambulance billing companyBilling of transports and missions with insurers and operators.
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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