AG Management Consultancy Inc.

10/23/2026

You sold your practice hoping to get some of your time back.

Six months later, you're still working 40 hours a week.

What changed?

Selling doesn't automatically reduce your responsibilities. Employment agreements, growth targets, earnouts, and integration demands can keep you just as busy, sometimes busier.

Having been on both sides of a transaction, I believe owners need to look beyond the purchase price. Before you sign, understand not just what you're selling, but what you're committing to afterward.

10/21/2026

A $10 million offer doesn't mean $10 million in your bank account.

When selling your healthcare practice, the headline purchase price is only part of the story.

Rollover equity, earnouts, escrow, debt, and working capital adjustments can significantly change how much you actually receive at closing.
In this hypothetical example, a $10 million deal could mean just $4 million in upfront cash.

I've been on both sides of a transaction, and one thing I encourage owners to understand is not just what the offer is worth, but how and when they'll actually get paid.
Before you focus on the purchase price, make sure you understand the deal structure. Because the number on the offer isn't necessarily the number you take home.

10/20/2026

Selling your practice doesn’t mean you’re ready to retire.

I’ve seen how a transaction can create opportunities beyond simply walking away from a business.

For some owners, it’s about financial security, diversifying wealth, gaining resources to grow, or planning for the future.

For others, keeping the practice may be the better decision.

The goal isn’t necessarily to sell. It’s to understand your options and make the decision that’s right for you.

Because selling your business and ending your career are two very different things.

10/19/2026

If you stopped treating tomorrow, what would happen to your practice?

Owner dependency goes beyond your clinical schedule. If revenue, referrals, key relationships, or major decisions depend heavily on you, a buyer may see risk where you see involvement.

A valuable practice shouldn’t require the owner to hold everything together.

10/16/2026

Your EBITDA may look great on paper. But during a Quality of Earnings review, a buyer will look closely at the adjustments behind that number.
Some add-backs may hold up. Others may not. And when adjusted EBITDA changes, the value of the deal can change with it.

Know what’s really driving your EBITDA before a buyer starts asking questions.

10/15/2026

You know how much revenue your practice generates. But that doesn’t tell you what your practice is worth.

A buyer may look deeper: profitability, owner dependency, leadership depth, payer and referral concentration, growth potential, and how well the business can operate without you.

Two practices with similar revenue can have very different values.
The better question isn’t “What do I think my practice is worth?”
It’s “What would a buyer see when they look at my business?”

10/14/2026

If a buyer examined your practice tomorrow, what would they find?

A strong revenue number doesn't always mean a strong business.

Buyers look deeper at profitability, payer mix, referral concentration, staffing, operational performance, and risks that may not be obvious on the surface.

I've seen how these details can change the conversation during a transaction.

The question isn't just what your practice is worth. It's what a buyer will discover when they start looking.

And these are things worth addressing whether you plan to sell or not.

10/13/2026

10/12/2026

AG Management is entering a new chapter.

My experience as a clinician, founder, operator, seller, and post-sale operator has changed how I think about practice ownership.

Going forward, I’ll be sharing more about what drives practice value, what buyers look for, how to build better options, and what really happens after a deal closes.

This isn’t about selling. It’s about building a stronger, more valuable business.

10/09/2026

Selling your practice does not mean retiring.

Those are two separate decisions.

Some healthcare practice owners consider a transaction because they want to diversify their wealth, reduce financial risk, gain resources to grow, or create a succession path not because they’re ready to stop working.

And selling isn’t automatically the right move. Keeping and continuing to build the practice may make more sense.

The real question is:
What do you want your role, your finances, and your life to look like after a transaction?

Understand your options before you need to make the decision.