Medpro Business Advisors

09/02/2026

Selling a medical practice is a complex process that involves far more than finding someone willing to buy it. From establishing a realistic value and preparing the practice for market to protecting confidentiality, qualifying buyers, negotiating terms, managing due diligence, and coordinating the path to closing, each stage requires careful planning.

An experienced medical practice business broker serves as the central point of contact throughout the transaction, helping the owner navigate the process, reduce avoidable risks, and keep the deal moving while allowing them to remain focused on running the practice and caring for patients.

The right broker protects value, manages complexity, and guides the transaction from preparation through closing

08/26/2026

Private equity continues to view dermatology as an attractive area for investment, but strong buyer interest does not mean every practice will command the same attention or valuation.

Institutional buyers are looking beyond revenue to determine whether a practice can continue to perform, grow, and integrate successfully after a transaction. Consistent financial results, diversified medical and cosmetic services, multiple providers, scalable systems, clean compliance, credible growth opportunities, and a realistic transition plan all play an important role.

Dermatology practice owners who understand these priorities and prepare well before going to market are better positioned to reduce buyer concerns, create competition, and protect both the value of the practice and their longer-term goals.

How dermatology practice owners can improve buyer interest and transaction value

08/21/2026

I was recently interviewed about a subject I believe more medical practice owners should be thinking about long before retirement is on the calendar: exit planning.

We talked about why preparing to sell is not really about preparing for a sale. It is about building a stronger, more transferable practice today. That means reducing owner dependence, developing a strong team, protecting provider and employee retention, keeping financials and documentation in order, addressing compliance issues early, and creating a business that can continue to thrive without everything depending on one physician.

One of my favorite questions from the interview was what advice I would give a practice owner five to ten years before an eventual exit. My answer was simple:

Build the practice today as though someone else will need to successfully operate it tomorrow.

Whether you ultimately sell, bring in a partner, transition internally, reduce your clinical schedule, or simply keep growing, starting early gives you something every business owner should want: more options.

I enjoyed the opportunity to share a business broker and exit planner’s perspective on what physicians can do now to protect the value of the practices they have spent years building.

Learn why medical practice exit planning should begin years before a sale and how physicians can strengthen value, operations and transition readiness.

08/19/2026

Valuing a medical practice is about much more than applying a multiple to earnings. Buyers are ultimately assessing the quality, sustainability, and transferability of future cash flow, which means factors such as provider dependency, payer mix, specialty, practice size, revenue quality, management depth, ancillary services, and the accuracy of financial reporting can all materially affect value.

While smaller owner-operated practices are often valued using seller’s discretionary earnings and larger organizations more commonly rely on adjusted EBITDA, the strongest valuations go to practices that can demonstrate clean, normalized financials, stable demand, diversified revenue, documented systems, and a business that can continue to perform after the selling physician steps away.

What makes one medical practice worth more than another?

08/11/2026

Selling a medical practice is one of the most significant financial and professional decisions a physician-owner will make, and the best outcomes typically begin well before the practice is placed on the market.

Effective exit planning gives owners time to clarify their personal and financial goals, strengthen financial performance, reduce dependence on the owner, address legal and operational issues, and build a team of experienced advisors.

By preparing several years in advance, practice owners can improve marketability, reduce transaction risk, and position themselves to attract the right buyer, negotiate stronger terms, and transition on a timetable that supports their financial goals, employees, patients, and professional legacy.

Successful medical practice transitions begin with early planning, clear financial goals, and a realistic understanding of what buyers' value

08/11/2026

Meet the Team

Julia Harrison, CBI, CEPA
Julia has a track record of success in the business world that includes building her own business within the healthcare industry from a new enterprise to having a 2-year waiting list prior to her exit. With a medical background, Julia and has used her extensive expertise to shape MedPro Business Advisors into a leading force in the medical and healthcare related business brokerage field.

Julia utilizes her comprehensive understanding of the industry to provide sellers with an unrivaled level of support that helps to position their business for sale upon the best possible terms. Her unique understanding of the market has led to numerous successful sales.

She is a member of the Business Brokers of Florida and the International Business Brokers Association, and is also a Certified Business Intermediary (CBI) & Certified Exit Planning Advisor (CEPA).

08/11/2026

Stephanie Sherbacow

Stephanie Sherbacow serves as the Senior Closing Coordinator at Boss Group International, playing a critical role in guiding business transactions from executed contract to final closing. A licensed real estate agent for seven years and with more than a decade at BossGI — during which she has overseen an average of 25 closings per year — Stephanie is deeply familiar with the firm’s processes, FREC compliance requirements, and the attention to detail needed to close deals smoothly and efficiently.

Stephanie developed and structured the company’s Closing SOP from the ground up, creating the framework that ensures consistency, compliance, and efficiency for every transaction. She manages all closing logistics: coordinating with brokers, buyers, sellers, legal, and escrow parties; scheduling and keeping the transaction on track; ensuring contracts, documents, and agreements meet required standards; and confirming that all aspects of the transaction, from buyer deposit to final transfer, are correctly completed.

08/11/2026

https://medprobusinessadvisors.com/about-medical-and-healthcare-business

MedPro Business Advisors at Boss Group International specialize in assisting owners with the sale of their medical & healthcare business. Our experienced team provides personalized and confidential advisory services to meet your unique needs.

08/05/2026

Valuing a medical practice is not as simple as applying a standard percentage to revenue or guessing based on what another office sold for. Buyers look at profitability, provider dependency, payer mix, growth trends, systems, staff stability, compliance, and the likelihood that patients and referral sources will remain after closing.

In the current U.S. market, well-run practices with clean financials, strong earnings, and scalable operations can still attract serious buyer interest, but buyers are more selective than they were during the peak transaction years of 2021 through 2023.

How going solo can put your value at risk

07/29/2026

OB-GYN practices remain in demand because they sit at the center of essential women’s health care, from preventive visits and contraception to pregnancy, menopause, surgery, and long-term patient relationships.

Although U.S. birth rates have declined, demand for OB-GYN care has not disappeared. Instead, it has shifted. Buyers are looking closely at practices with stable patient volume, diversified services, strong provider teams, clean financials, and the ability to meet patient needs in a market where access to care is becoming more strained.

How a strong patient need, physician shortages, and women’s health investment impact demand