Healthcare finance, from the operator's seat.

Healthcare breaks generalist finance.

Healthcare revenue does not behave like a normal P&L. Reimbursement lags, contractual allowances, payor mix, and regulatory overhead all sit between billed revenue and collected cash. A finance leader who has not operated inside that complexity tends to manage the income statement and get surprised by the balance sheet... usually at the worst possible moment, when cash gets tight or a buyer starts asking about the quality of earnings.

The work I do is built on having run finance through exactly those conditions. I joined Medicx Health, a healthcare data and engagement business, when it had three months of cash on hand. We stabilized it in 90 days, scaled revenue from a declining base to $40M at 20%-plus EBITDA margins, and sold it to OptimizeRx (NASDAQ: OPRX) for $95M in October 2023. That arc... stabilize, scale, exit... is the same foundation every engagement runs on.

Where I focus

Engagements span the lifecycle, but the highest-leverage healthcare work tends to cluster in a few places:

• Cash and reimbursement timing. Building visibility into the gap between billed, allowed, and collected, so liquidity decisions are made on real numbers.
• Margin and EBITDA discipline. Separating durable margin from one-time or reimbursement-driven noise, especially under PE ownership where EBITDA expansion is the mandate.
• Unit economics and pricing. Per-member, per-encounter, or per-contract economics that hold up to scrutiny from sophisticated payors and buyers.
• Board and investor reporting. Moving board packages from backward-looking accounting summaries to forward-looking operating tools.
• Transaction and exit readiness. Quality-of-earnings preparation, contract durability, and customer concentration work done before diligence, not during it.

Who I work with

Founder-led and PE-backed healthcare and healthcare-services companies, generally $5M to $100M in revenue, where the CEO needs a strategic finance partner rather than another controller or bookkeeper. That includes tech-enabled services, data and engagement businesses, provider and provider-adjacent groups, and insurance and benefits-related companies.

The typical trigger is a moment of pressure or opportunity: revenue has outrun the finance infrastructure, a capital raise or recapitalization is on the table, a turnaround is underway, or an exit is 24 to 60 months out and the financial story is not yet ready to survive diligence.

Starting smaller

If the scope is not yet clear, or the company is earlier than a full retainer warrants, the Pulse Check is the right entry point. Thirty days, a fixed fee, and a structured read on cash, margin, and KPI maturity ending in a prioritized action memo. It is built for the moment when a founder knows something is off but cannot yet name it.