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02/05/2018 Bret M. Ribotsky, DPM
Formula for Value of a Practice (Jack Ressler, DPM)
I have been consulting and advising for the past 18 months in the buying and acquisition market for medical dermatology practices. While I have not specifically worked with the DPM market, the foundations and principals from the hedge funds, private equity people are similar. It’s all a function of EBITA (Earnings before interest, taxes, and amortization (EBITA) refers to a company's earnings before the deduction of interest, taxes and amortization expenses).
In simple terms, it’s the PROFIT left over after you have removed your ownership from the practice and paid someone (or you) to do the work you have done. For example, if you're a single practitioner and your practice gross is 1.4 million dollars in a year/TTM (trailing twelve months), and you spend 800K on expenses, staff, etc. that leaves you 600K. If you would need to pay another qualified doctor 350K to do all the work you were doing, you would have 250K of EBITA (profit).
Armed with this number, the next question is the multiple you would get paid on this number. A single doctor or small group would only be able to get 3-5.5 times EBITA in a sale. This often comes with an agreement to work for 3-5 years. In reality they are loaning you your money in advance for these years. Of course, they are taking the risk, and you are salaried now and they get the profits. Often you take part of the payment (up to 25%) and roll it into the new company (newCo).
For example, in this scenario you sell for 5x of the EBITA = $250,000 x 5 = 1,250,00 and choose to roll over 25 % you get $937,500 in cash and $312,500 worth of stock in newCo. As newCo grows and collectively purchased new groups and increases systems to increase efficiency, they sell (re-capitalize) a portion of the business at a higher multiple (ie 10x).
So your investment of $312,500 could double to a value of $625,000 allowing you to remove 75% in cash $468,750 and rolling over 25% $ 156,250 into newCo2. This would leave you with $ 1,406,250in cash for your business and an investment in newCo2 of $156.250. You also need to keep in mind that once you get the $937,500, you can start earning interest on this money, so the ' $50k a year should be added to your salary.
Bret M. Ribotsky, DPM, Boca Raton, FL
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02/06/2018 Robert T Morris III, DPM
Formula for Value of a Practice (Jack Ressler, DPM)
In light of the recent debate on practice valuations, I thought I might add my thoughts to the mix. I debated purchasing an established practice vs. opening outright for a long while before electing to open up on my own. Call me naive, but in today's world I do not see the value in what many of those selling established practices are offering. I get it, you worked your whole life to develop your nest egg into something worth selling upon retirement, but is the price you seek really worth it?
Let's start with facilities. Does your older office desperately in need of modern furnishing really command top dollar? We've all seen the surveys on PM News. Many older doctors are still using paper charts. Is that valuable to a new practitioner in the modern world? What about staff? Are they going to be committed to a young physician coming onboard eager and ready to work at a pace much faster than what they're accustomed to? What about equipment? Thirty year old instruments and fifteen year old desktop computers? What about your patients? Do you really think the few established patients that return regularly will continue to come when the new guy or gal arrives?
To me the answer was simple. Practices outlined as above are more of a liability than an asset. Facilities will need to be improved, EMRs and digital XR will need to be installed, staff and equipment will likely need to be replaced, and patients? They can't be bought. They'll do whatever they feel. Contrary to what many say, bankers will loan you money. Landlords will lease you spaces. Vendors will sell you supplies. Job boards will help you onboard staff. Quality attorneys and accountants and consultants will keep you pointed in the right direction. Lastly, marketing, when done aggressively and in a calculated manner, will fill your clinic with patients, and in time, after you perform quality work, will lead to increased business via word of mouth referrals.
To be fair, the availability of immediate cash flow inherent to an established practice could help to alleviate the pain early on in a startup, and mentorship from the outgoing physician is also something that could prove valuable. All things considered, I remain unconvinced that purchasing an established practice is any less difficult than building one from the ground up. I encourage those of you out there reading this to consider all of your options before electing which route to go.
Robert T Morris III, DPM, Salt Lake City, UT
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