Advisory services

Northlight advises owners and boards of mid-sized healthcare businesses, and the acquirers that buy them. Financial and legal due diligence is carried out by accountants and lawyers; Northlight coordinates that work on the client's behalf.

Exit readiness review

Find out what your business would sell for today, and what would make it worth more. Most owners start here.

We look at the business the way a buyer would: financial performance, registrations and compliance, the workforce, and how much depends on you or on a few clients and referrers. You get a written view of what it is worth and what is affecting that, with each issue marked as quick to fix or longer term.

Sell-side advisory

We get the business ready and run a competitive process, so nothing is left on the table. Preparation covers the operational issues a buyer will price: normalised earnings, compliance and accreditation, reliance on the owner, workforce and contracts. Where the owner stays on through an earn-out, the engagement can continue into integration.

We prepare an earnings overview with your accountant, write the information memorandum and agree with you which buyers to approach. Buyer questions and due diligence run to one timetable. When offers come in we compare them on structure and terms as well as price, and we coordinate your accountant and lawyer through to completion.

Buy-side advisory and origination

Mapping the market against the acquirer's criteria, including businesses that are not for sale, assessing each target for operational fit and longevity, and structuring the approach and negotiation through to completion. The aim is to avoid overpaying and to avoid inheriting problems that diligence should have found.

Each mandate starts with a short scoping stage, where we agree with you the criteria a target has to meet. Approaches to owners are made confidentially. We coordinate due diligence with your accountant and lawyer, and the integration plan is in place before completion.

Integration advisory

Planning and overseeing the period after completion: workforce transition, clinical governance, systems, and client and referrer retention. A standard integration runs for 90 days; complex deals run longer. Planning starts while the deal is being negotiated.

The plan is agreed before completion, starting with the staff the business can't afford to lose. We report to the owner or board throughout the 90 days.

Build, buy or partner

For operators moving into a new service line, such as aged care or the NDIS. We work out whether to build, buy or partner, testing each option on regulation, workforce, working capital and margin before any money is spent.

Tell us what you are considering.