For Partners: Brokers, Attorneys, CPAs, Lenders, and Buyers

Most behavioral health transactions involve more than one professional. A CPA sees the financials first. An attorney is asked about licensing. A lender is asked whether the deal can be financed. A broker on the other side needs a buyer who will actually close.

We work with all of them, and we pay for the introduction where the law allows it.

Who we work with

Brokers and intermediaries

If you represent a behavioral health seller and your buyer pool is thin, we will co-broke the transaction. That includes sharing our buyer list, running the process alongside you, or taking the sell-side role if you would rather stay in an advisory-only position. Fees are split in writing before anything is marketed.

Attorneys and CPAs

You are usually the first person an owner tells. When a client asks what their facility is worth, or whether they should sell, we will give you a written valuation view you can hand to them — and we will not market to that client behind your back. Referral arrangements are disclosed and structured to comply with state licensing rules.

Lenders and capital providers

If you have a borrower in behavioral health who is over-levered, out of covenant, or facing an advance stack they cannot service, we can restructure the situation rather than force a liquidation. We bring buyers, capital partners, and operating partners to the same table.

Buyers and family offices

We run confidential sell-side processes and bring qualified buyers into them. If you acquire behavioral health assets — single facilities, platforms, or add-ons — tell us your criteria and we will put you in front of deals before they are broadly marketed.

Joint venture structuring

Not every owner wants to sell, and not every owner can. Some have a facility worth keeping but no capital to grow it, a partner who wants out, or a license and census they cannot scale alone. For those situations we structure joint ventures: an owner contributing the facility and licensure, a capital partner contributing growth capital, and an operating partner contributing management — with governance, distribution waterfalls, and exit rights written down before anyone signs.

A JV is not a soft sale. It is a different instrument, and it is the right one when the owner wants to keep operating upside but cannot carry the next stage alone. We structure the terms, source the counterparty, and stay in the deal as the advisor through closing.

What we need to look at a deal

We will sign a confidentiality agreement before you send anything sensitive. To give you a real answer rather than a polite one, we need:

• Level of care and licensed capacity, plus the state.
• Trailing twelve months revenue and adjusted EBITDA, entered as a number. If the facility is losing money, give the negative figure. If it is not yet open, say so — zero is a valid answer.
• Payer mix as a percentage of revenue.
• Census trend for the last twelve months.
• Any debt secured against the business or its receivables, including advance balances and UCC filings.
• Real estate: owned, leased, or related-party.
• Whether the owner wants a full exit, a partial exit, or a partner.

If a particular situation is not something we can help with, we will tell you straight and point you somewhere useful. Some of the relationships we work with today started with exactly that conversation.

How fast we move

We work extremely fast, and we build the process around your timeline rather than handing you ours. If you have a date you have to hit, tell us the date before anything else — it changes how we sequence diligence, buyer selection, and the license transfer.

Speed is not the same as haste. A two-week close is possible when the work is done in parallel and the buyer is already committed; it is not possible when a buyer still has to arrange financing. We will tell you which situation you are in at the first call.

How we handle confidentiality

Nothing is marketed with your name on it until a buyer is qualified and under an NDA. Blind profiles go out first: level of care, state, revenue band, EBITDA band, and the reason for the transaction. No facility name, no address, no owner identity, no staff names. That is not a courtesy — it protects census, referral relationships, and your own staff retention during the process.

Deal criteria

We publish these so an intermediary can tell in two minutes whether a facility is worth a phone call. If something sits outside these lines but the situation is unusual, call anyway — we would rather hear it than not.

Facilities we represent on the sell side

Behavioral health real estate, without an operating business

Not every transaction involves a license. We also handle the property itself: a treatment building where the operator is a tenant, a facility whose owner wants to sell the real estate and keep operating under a lease, or a portfolio of behavioral health assets held purely as real estate. No licensure, no clinical operations, no census to underwrite — the asset is the building, the lease terms, and the location.

What our buyer clients are looking for

Criteria are reviewed as mandates change. If a facility sits outside these bands but the situation is unusual, tell us anyway — the answer is a short conversation, not a form.