Practice acquisition or buy-in
Support an eligible ownership transaction with valuation, historical collections, transition, credentialing, and provider-continuity planning.
Funding Solutions
Healthcare Practice Financing
Explore commercial financing for healthcare and medical practice acquisitions, equipment, buildouts, working capital, and expansion.
Explore Your OptionsOverview
Finance the business infrastructure behind a professional practice.
Healthcare practice financing can support the commercial needs of a medical, dental, veterinary, or other eligible professional practice. A transaction may involve buying an existing practice, joining as an owner, acquiring specialized equipment, building or improving a location, adding providers and staff, or maintaining working capital through a collection cycle.
Each need calls for a different lens. Equipment can be evaluated around the asset; an acquisition requires historical practice performance and transaction documents; a buildout involves lease and project risk; and working capital depends on collections and operating expenses. Providers may also consider payer mix, provider concentration, credentials, ownership rules, and continuity, but requirements vary and do not represent a licensing determination by Motenza.
Common uses
Where this path may help.
Practice capital should connect the clinical-business investment to capacity, collections, continuity, and a conservative operating plan.
Specialized equipment
Acquire business-use diagnostic, treatment, laboratory, dental, veterinary, or technology assets under an appropriate equipment structure.
Location and buildout
Plan leasehold improvements, furniture, systems, and opening costs with a complete budget and realistic construction or occupancy timeline.
Staffing and growth
Add providers, clinical support, administration, or marketing when expected patient volume and collection timing support the investment.
How it works
How practice financing is generally evaluated.
The provider matches the use—acquisition, equipment, property, or operations—to the practice’s business performance and project records.
- 01
Define the practice transaction
Identify the ownership, specialty, location, requested use, complete budget, timing, and whether the need is an acquisition, asset purchase, buildout, or working capital.
- 02
Review business performance
Evaluate production and collections, expenses, payer and provider concentration, operating history, existing debt, and the continuity of the practice after funding.
- 03
Complete asset or transaction diligence
Provide acquisition, equipment, lease, construction, insurance, entity, and other records required by the provider before closing the applicable structure.
Provider review
What may be evaluated.
A practice can have strong billed production but slower collections. Providers may therefore analyze both operating performance and the timing and quality of cash receipts.
Business and transaction factors
- Historical production, collections, profitability, and operating cash flow
- Payer, referral, location, and provider concentration
- Professional and management experience relevant to the practice
- Acquisition valuation, patient-retention assumptions, and transition plan
- Equipment, lease, buildout, credentialing, or ownership dependencies
Commonly requested documentation
- Practice financial statements, tax returns, and bank statements when requested
- Production, collection, payer, and aging reports at the business level
- Purchase agreement, valuation, transition, or ownership records for an acquisition
- Equipment quotes, lease, contractor budget, or project schedule
- Entity, insurance, credential, and professional records requested by the provider
Decision points
Protect continuity, liquidity, and patient privacy.
A financing plan should support the practice as an operating business without disrupting care delivery or exposing information that is not needed for a commercial review.
Practice financing is not patient financing
The subject is capital for the healthcare business. Payment plans or credit offered to individual patients are separate products with different consumer and regulatory considerations.
Collections can lag production
Credentialing, billing, payer mix, denials, and collection timing can affect cash after a provider hire or acquisition. Model the ramp with adequate operating liquidity.
Use business-level records
A general funding inquiry should not include patient charts or unnecessary protected health information. Follow authorized secure processes for any sensitive information specifically required later.
FAQ
Common questions.
What is healthcare practice financing?
It is commercial financing for the business needs of an eligible healthcare or professional practice, such as acquisition, equipment, buildout, staffing, or working capital. It does not refer to financing medical treatment for patients.
Can financing support a practice acquisition?
Potentially. Providers may review historical production and collections, profitability, valuation, purchase terms, buyer experience, payer and provider concentration, transition risk, liquidity, and the requested structure.
Can specialized equipment be financed?
Certain providers may consider eligible medical, dental, veterinary, laboratory, imaging, technology, or other practice assets. The asset’s cost, age, useful life, vendor, and expected role in operations can affect review.
What practice information may be reviewed?
A provider may request business-level financial statements, tax returns, bank statements, production and collection reports, payer mix, ownership, credentials, equipment or lease documents, and acquisition records. Requirements vary by transaction.
Should patient records be included with a general funding inquiry?
No. Do not include patient charts or unnecessary protected health information in a general inquiry. If sensitive information is ever specifically required, use only the authorized secure process and follow applicable privacy obligations.
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