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Olympic M&A

Helping Founders Exit Like Champions | M&A & Growth Capital

09/02/2026

𝗜 𝘀𝗽𝗲𝗻𝘁 𝘀𝗲𝘃𝗲𝗻 𝘆𝗲𝗮𝗿𝘀 𝗮𝘁 𝗠𝗗𝗩𝗜𝗣, 𝗳𝗶𝗿𝘀𝘁 𝗿𝗲𝗰𝗿𝘂𝗶𝘁𝗶𝗻𝗴 𝗰𝗼𝗻𝗰𝗶𝗲𝗿𝗴𝗲 𝗽𝗵𝘆𝘀𝗶𝗰𝗶𝗮𝗻𝘀, 𝘁𝗵𝗲𝗻 𝗮𝗰𝗾𝘂𝗶𝗿𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀.

I was the buyer. I ran the diligence. I made the offers.

𝗧𝗼𝗱𝗮𝘆 𝗜 𝗿𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁 𝘁𝗵𝗲 𝘀𝗲𝗹𝗹𝗲𝗿.

And from that vantage point, I can tell you the single thing that most consistently separates a high-value concierge sale from an average one.

The practice runs without the founder. Not perfectly. Not without the physician's clinical judgment.

But operationally — scheduling, billing, patient communication, care protocols — the practice has systems that function when the owner steps away.

Practices that demonstrate this attract more buyers, get stronger offers, and close with better post-close terms, including more protection for the physician's autonomy.

That operational independence is not built overnight. It is 18 to 24 months of deliberate work.

The time to start is before anyone is making you an offer.

www.olympicma.com/contact

08/31/2026

The fastest way to reduce your EAP company's valuation:

Let one or two employers represent the majority of your revenue.

Customer concentration is one of the top discount factors in EAP acquisitions. If your top client represents 30 percent or more of revenue, buyers see risk. Not fatal risk, but priced risk — usually through earnout structure and reps and warranties.

The inverse is also true.

A diversified employer base with 20, 30, 40 clients — none representing more than 10 to 15 percent of revenue — reads as durable, transferable, and lower risk. That profile commands stronger multiples and cleaner deal structure.

This is not something that changes overnight. It is a 12 to 24 month strategy. Adding clients, reducing dependence on anchor accounts, diversifying contract terms.

The EAP owners who understand this early have time to act on it. The ones who discover it during diligence are explaining it to a buyer who is already revising their offer.

www.olympicma.com/contact

08/28/2026

The number that determines what your EAP business sells for is not revenue. It is adjusted EBITDA.

Earnings before interest, taxes, depreciation, and amortization — then normalized.

What normalization means in an EAP context:

Owner compensation adjusted to a market rate.
One-time expenses removed — a year you built out a new platform, a non-recurring legal cost.
Personal expenses separated from business expenses.
Pro-forma revenue included if new contracts were signed close to the sale date.

Buyers run a quality of earnings analysis on every serious deal. Their team reconciles every line of
your financials against your tax returns and bank statements. Every add-back gets scrutinized. The
ones that cannot be substantiated get stripped out.

When add-backs get stripped, the adjusted EBITDA falls. When EBITDA falls, the purchase price
follows.

The fix is straightforward: clean books, documented add-backs, 24 months of organized financials.
That work done before diligence is worth multiples of whatever it costs to do it.

www.olympicma.com/business-valuation-calculator

08/26/2026

If there is one number buyers in medical aesthetics reward more than almost any other, it is the share of revenue that repeats every month without a new sale.

Memberships. Treatment packages. Loyalty programs that convert one-time visits into predictable income.

That predictability is exactly what a buyer is willing to pay extra for. Recurring revenue can mean the difference of a full turn — sometimes more — in your EBITDA multiple.

Med spa consolidation is active in 2026. PE-backed platforms are scaling fast.
Dermatology and cosmetic practices are seeing strong buyer interest.

The owners who understand their value drivers before a buyer calls are in a very different position
than the ones who are hearing these numbers for the first time during a negotiation.

𝗪𝗵𝗮𝘁 𝘀𝗵𝗮𝗿𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝘀𝗮𝘆 𝗶𝘀 𝘁𝗿𝘂𝗹𝘆 𝗿𝗲𝗰𝘂𝗿𝗿𝗶𝗻𝗴?

www.olympicma.com/business-valuation-calculator

08/24/2026

The EAP owners who get the best outcomes are almost never the ones who started preparing when a buyer called.

They started 12 to 24 months earlier. Not because they were planning to sell at a specific date.

Because they knew that preparation is where the multiple is won or lost — not at the negotiating table.

𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝘁𝗵𝗮𝘁 𝗽𝗿𝗲𝗽𝗮𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗹𝗼𝗼𝗸 𝗹𝗶𝗸𝗲?

Cleaning up the financials. Accrual-basis books. Personal expenses separated. Normalized EBITDA that holds up in a quality of earnings analysis.

Documenting employer contracts. Renewal history. PEPM rates. Customer concentration data. Utilization reports organized and available.

Reducing founder dependency. Does the business run without you? If not — what would it take to change that?

Building out the reporting stack. Modern employer-facing data and outcomes reporting
signals operational maturity. Buyers notice it. It affects the offer.

None of this is complex. All of it takes time.

The owners who start early have options. The ones who wait are reactive.

www.olympicma.com/contact

08/21/2026

𝗪𝗵𝗲𝗻 𝗮 𝘀𝗲𝗿𝗶𝗼𝘂𝘀 𝗯𝘂𝘆𝗲𝗿 𝗲𝘃𝗮𝗹𝘂𝗮𝘁𝗲𝘀 𝗮𝗻 𝗘𝗔𝗣 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝗵𝗲𝗿𝗲 𝗶𝘀 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗱𝗶𝗹𝗶𝗴𝗲𝗻𝗰𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲.

Employer contract quality. Not just how many contracts, how sticky they are.

Multi-year history. Renewal rates. Notice and termination language. Buyers want revenue that does
not need to be re-won every year.

Customer concentration. If one or two employers represent more than 30 percent of revenue, that is a risk factor. Buyers price it in — usually through earnout structure, not just headline price.

Utilization data. Well-documented utilization rates signal a healthy, used program.

Low utilization can mean the EAP is nominally in place but not deeply embedded.

Buyers notice both.

Downstream referral pipeline.

𝗗𝗼 𝘆𝗼𝘂𝗿 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿 𝗰𝗹𝗶𝗲𝗻𝘁𝘀 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗲 𝗼𝗻𝗴𝗼𝗶𝗻𝗴 𝘁𝗵𝗲𝗿𝗮𝗽𝘆, 𝗽𝘀𝘆𝗰𝗵𝗶𝗮𝘁𝗿𝘆, 𝗼𝗿 𝗜𝗢𝗣 𝗿𝗲𝗳𝗲𝗿𝗿𝗮𝗹𝘀?

That downstream value is increasingly part of how strategic buyers price EAP deals.

Technology and reporting. Modern EAP platforms that provide employer-facing data and outcomes reporting are easier to integrate into larger behavioral health networks.

That ease adds to the offer.

These are not hypothetical criteria. They are the questions on every serious buyer's diligence checklist.

www.olympicma.com/eap-business-valuation-calculator/

08/19/2026

𝗧𝗵𝗲 𝗺𝗼𝘀𝘁 𝗰𝗼𝗺𝗺𝗼𝗻 𝗺𝗶𝘀𝘁𝗮𝗸𝗲 𝗘𝗔𝗣 𝗼𝘄𝗻𝗲𝗿𝘀 𝗺𝗮𝗸𝗲 𝘄𝗵𝗲𝗻 𝘀𝗲𝗹𝗹𝗶𝗻𝗴:

Negotiating alone against a buyer who does this every day.

It sounds straightforward until you are in it.

A strategic platform or PE firm reaches out. Genuine interest. A term sheet arrives. The number looks reasonable. Maybe even strong.

You start negotiating. Price feels set. Earnout structure starts growing. PEPM rates get adjusted.

Customer concentration provisions appear in the reps and warranties. Staff retention language is vague. You are not sure what you actually agreed to.

By the time an advisor gets involved, the LOI is almost signed. The leverage is gone.

The single biggest cost in EAP M&A is not advisor fees. It is what owners leave on the table when they negotiate without competition and without someone protecting their interests.

𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝘁𝗮𝗹𝗸 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝘁𝗶𝗮𝗹𝗹𝘆, 𝘄𝗲 𝗮𝗿𝗲 𝗵𝗲𝗿𝗲.

www.olympicma.com/contact

&AInsights

08/17/2026

A question I hear from almost every EAP owner early in a conversation:

"𝙒𝙝𝙤 𝙬𝙤𝙪𝙡𝙙 𝙖𝙘𝙩𝙪𝙖𝙡𝙡𝙮 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙗𝙪𝙮 𝙢𝙮 𝙘𝙤𝙢𝙥𝙖𝙣𝙮?"

The honest answer is more interesting than most owners expect.

Strategic buyers. PE-backed behavioral health platforms looking to add employer contract revenue.

Payers. Health insurers building employer-facing mental health divisions.

Health systems. Hospitals expanding their community-facing behavioral health footprint.

Independent behavioral health groups. Regional operators expanding via acquisition.

Each type values different things. Each pays different multiples. Each offers different post-close terms.

The EAP owner who understands the full buyer landscape before going to market is in a fundamentally different negotiating position than the one who only talks to the first buyer who calls.

Knowing who is at the table — and who should be — is one of the most valuable things an advisor brings to a process.

𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗿𝗲𝗮𝗱𝘆 𝗳𝗼𝗿 𝗮 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝘁𝗶𝗮𝗹 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻, 𝘄𝗲 𝗮𝗿𝗲 𝗵𝗲𝗿𝗲.
www.olympicma.com/contact

08/14/2026

For most concierge physicians, the real value of what they have built is not in the equipment.

It’s not even in the revenue.

It’s in the membership base.

Retention rates of 94 to 96 percent. Non-insurance revenue at 80 to 90 percent of total income.

Predictable, recurring cash flow that a buyer can underwrite with confidence.

That profile is exactly what attracts private equity and strategic platforms to concierge medicine in 2026.

The consolidation wave forming now is earlier in its cycle than what you see in psychiatry or med spas.

For an owner, that means more time to prepare, and more leverage if you do.

You don't have to sell tomorrow. But you should know what your practice is worth today.

www.olympicma.com/business-valuation-calculator

08/12/2026

𝗧𝗵𝗲 𝗘𝗔𝗣 𝗺𝗮𝗿𝗸𝗲𝘁 𝗶𝘀 𝗰𝗼𝗻𝘀𝗼𝗹𝗶𝗱𝗮𝘁𝗶𝗻𝗴.

Not in the dramatic, headline-grabbing way you see in some healthcare sectors.

Quietly. Through bolt-on acquisitions, platform add-ons, and strategic integrations.

Private equity-backed behavioral health platforms are actively seeking EAP businesses to expand referral pipelines, access long-standing employer contracts, and accelerate geographic growth through embedded relationships.

Payer acquisitions are happening. Health systems are building employer-facing divisions.

Independent EAP companies are increasingly part of larger behavioral health consolidation stories.

For EAP owners, this creates something real: a buyer universe that is larger and more active than it has been at any point in the last decade.

That does not mean you should sell. It means you should understand what is happening before a buyer calls with a term sheet and 72 hours to decide.

𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗿𝗲𝗮𝗱𝘆 𝗳𝗼𝗿 𝗮 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝘁𝗶𝗮𝗹 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻, 𝘄𝗲 𝗮𝗿𝗲 𝗵𝗲𝗿𝗲.

www.olympicma.com/contact

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