


|
|
|
|
Search
02/09/2018 David Helfman, DPM
Formula for Value of a Practice
After reading all the articles on valuations of a practice, I would like to try to summarize the topic to ensure we are all comparing apples to apples. The reality is that everyone has given good input but I would like to offer a simple and concise summary of valuation methodologies that will be easy to understand based on real life experience.
There really are no rules of thumb anymore and selling a practice is like selling any other service business, so it’s important to understand who is buying your practice and then you can come up with a logical formula and rationale for valuing your practice. I think the easiest way to start this process is to put your practice in one of three buyer buckets. 1. Buyer: Current associate or new podiatrist wanting to buy your practice. This will probably be your best chance of getting the best price with the most flexible terms. The reason is that the seller can slowly exit the practice while the new physician integrates into the practice and the revenue stays fairly stable. Let’s say a practice collects 500K and the owner takes home 150K plus benefits, then in theory the new associate or podiatrist should be able to replicate these numbers or even grow the practice revenue.
I would say that the lowest value for this type of practice would be 150K or 30% of annual collections. There are a lot of factors going into the purchase price, but the more flexible the terms, the higher price you could possibly get in this scenario. The buyer here is going to step into the shoes of the existing doctor and should be able to continue as a viable practice entity. 2. Buyer: Another podiatry group or basically a strategic buyer. This one usually will vary depending on whether you are retiring or staying on and practicing for the next 5-10 years. Here you are dealing with a buyer who is going to buy you for strategic reasons and wants to access your patient base to further grow their current practice model. Here a knowledgeable buyer will probably use a more sophisticated methodology and really focus on what value your practice will bring to the group practice. Group practices with ancillaries are not allowed by law to factor into their price, the value or volume of ancillary referrals your practice would contribute to their growth when coming up with a valuation price. Here you might be able to negotiate a higher price depending on how much the buyer really wants your location and your practice.
In both these scenarios the buyer might also buy your real estate which could be a big advantage to you as a seller. In this model, usually the group will have to replace you or pay you to stay on with the practice. In either event, the purchaser needs to justify the purchase price and be able to get a return on their capital or investment. Depending on the aggressiveness of the buyer, you might should be able to negotiate a higher price. 3. Buyer: Private Equity Backed Platform Practice. In this scenario, the game changes completely. The buyer will usually pay you off some multiple of EBITDA as Dr. Ribotsky discussed, but in order to do that you will need to have net income in your business. To keep things simple I am going to use the term net income and EBITDA interchangeably even though they have different means whether you are on cash or accrual based accounting. Since most physicians are on cash accounting, net income would be more appropriate to use, which is your bottom line after all your expenses are paid and this is the amount of cash generated by your practice by the end of the year. Since physicians are service businesses most practices don’t have any profits and distribute out all net income to the owners.
This is a problem when valuing a practice. Would you invest in a company where the owners took all the profits out of the business every year? Obviously not and that is why you will need to recast your financials to show how much profit you are willing to leave in the practice. For example, let’s say you collect 500K per year but you have zero net income then your practice is truly worth zero. Why?
As a financial investor, if I gave you 150K for your practice and you didn’t have any profit I would never make any money on my investment. So, what PE firms do proforma out your financials and figure out how much profit or EBITDA or Net Income they can get out of the company. Once they can realistically get comfortable with that number, they will pay you a multiple on that number. If you have 50K of EBITDA and I pay you a 5X multiple, if nothing changes I will get my money back in 5 years.
Now, as a savvy investor, I am going to change your practice to make you more efficient and improve your profitability. So if I can get your net income to 100K per year then I would theoretically get my money back in 2.5 years. I am really simplifying this example but I am trying to review the concepts and give you an understanding of how investors will look at your practice. I hope I haven’t confused anyone, but to me it’s simplicity before complexity. You can Google “practice valuations” and find hundreds of articles on practice valuation methods. The key is to understand your buyer, and your strategy before even starting the process. I hope this helps and gives some clarity on this topic. David Helfman, DPM, CEO, Extremity Healthcare, Inc. VPG, LLC.
Other messages in this thread:
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
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
02/02/2018 Brian Kashan, DPM
Formula for Value of a Practice (Name Withheld)
I just read the posting by Name Withheld, about how he would choose to open an office next to an older practice instead of purchasing an existing practice. Although the circumstances. He describes, with the sudden passing of a doctor is different than the more common scenario of a retirement, there are several similarities. If the practice has been a successful practice and is valued correctly, it should be an attractive opportunity for someone to acquire. There are several factors that I feel are being overlooked in the mindset of Name Withheld. Firstly, it is much easier to get a bank loan when purchasing an existing practice for a fair price. The practice has a track record with trackable income over many years. Banks want to see security and opening a new practice is the least secure method for them to base a loan upon. A steadyor increasing practice revenue is a much better risk for the bank. In addition, purchasing an existing practice provides immediate income. Mutually beneficial terms can be agreed upon to allow the purchaser time to acquire revenue and begin payments. In addition, patients are scheduled from day one. It is one of the most difficult tasks imaginable to open an office cold and rely upon advertising to sustain the practice. While marketing is essential in today's times, experienced and successful practitioners will tell you that their best source of new patients comes from existing patient referrals.
I have been in practice for many years and have tried almost every form of marketing and advertising imaginable. Many were successful. Some were not. Regardless, marketing and advertising never came close to the amount of new patients I get from patient referrals. In my opinion, the old records of an existing practice are the best source of new patient revenue. As a bonus, a new practitioner can charge new patient visits on every patient that they see for the first time. In addition, the new technology and skills of the purchasing physician will add another source of revenue for the existing practice. Lastly, don't forget the established patient referral patterns of the existing practice. Doctors who have been referring to the practice will continue to refer to the practice, if the transition is handled correctly. It is extremely difficult to get a referring physician to break his referring patterns and just start referring to someone new. In conclusion, I could not disagree more with Name Withheld aboutthe best way to start a practice. Brian Kashan, DPM, Baltimore, MD
|
|
|
|
|