A solo advisory practice for private-equity partners, DSO and MSO operators, and physician-group executives. Sharp reads where the numbers meet the floor.
Quality-of-earnings context, payer mix and reimbursement risk, provider productivity, and the operational liabilities that surface after the data room closes. We pressure-test the thesis against the floor.
100-day plans that survive contact with reality — revenue-cycle consolidation, scheduling and staffing normalization, and the governance cadence that keeps a roll-up from fragmenting.
Claims, denials, and collections diagnostics with remediation tied to measurable basis points — not a slide of best practices.
TSA scoping, stranded-cost analysis, and orderly exits that protect enterprise value and the people inside it.
On-call operational judgment for portfolio companies — board-ready, unhurried, and accountable to the number.
A tight engagement letter. We define the question before touching the data — what decision this work has to support.
Operational and financial diligence in parallel. We go to the floor, not just the data room.
Findings stress-tested against the investment thesis. Risk stated plainly, with a number attached.
A memo a partner can act on Monday. No theater, no appendix of caveats — accountable conclusions.
“The work is unhurried, exacting, and accountable. I take one mandate at a time, and I do the work myself.”
— The Principal, West Annapolis Group
Two decades inside healthcare operations and transactions — operator, integrator, and diligence lead — now offered as a single, senior point of accountability.
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