Jonathan Jay speaks with an experienced dealmaker who acquired six osteopathic and physiotherapy practices, built a group to £2.5 million revenue, and learned hard lessons on deal flow, seller behaviour, pricing, management teams, and post acquisition execution.
Listen to the EpisodeEpisode 213 | Runtime: 38:21 | Audio Episode
Hear the full discussion on completing multiple acquisitions, building reliable deal flow, spotting seller red flags, and scaling a healthcare services group with stronger management controls.
Three direct lessons from completing six acquisitions and building a multi site group.
When a seller becomes hostile, defensive, or reintroduces unreasonable terms, strong deal flow gives you the confidence to stop negotiations before the deal damages the group.
The best acquisition was not the one that looked strongest on paper. It was the practice where the workforce stayed stable, revenue continued, and the integration burden stayed controlled.
Leaving fee increases to local managers can leave serious profit on the table. Buyers need clear follow through, site level accountability, and fast action after completion.
This episode follows John, an experienced entrepreneur who sold a technology business and then began acquiring osteopathic and physiotherapy practices. In less than two years, his group moved from zero to £2.5 million in annual revenue through six acquisitions, with another deal already lined up. The discussion starts with what 150 owner discovery calls taught him about seller motivation, hostile conversations, red lines, and the importance of trusting instincts early.
Jonathan and John then break down what makes a business acquisition work. They cover motivated sellers, deferred consideration, earn-outs, staff morale, fee increases, lease costs, due diligence, and why a business recovering from a major slump may need time before it is worth buying. John explains how stable reception teams, senior fee earners, practice managers, and clinical leadership can be more important than the headline numbers.
The conversation also covers management team design for a buy and build strategy. John shares how he appointed an osteopathic director, finance director, and part time CFO, why he built overhead ahead of profit, how he monitors site level performance, and why rapid post completion engagement matters. The episode closes with direct advice for first time buyers: send more letters, speak to more owners, learn your sector through deal flow, and stop waiting for perfect conditions before taking action.
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