Guide to Selling a Palliative Care Practice in Jacksonville, FL

Executive Summary

The market for palliative care is expanding, driven by demographic shifts and a greater focus on value-based care. For practice owners in Jacksonville, this creates unique opportunities for a successful exit. However, navigating the complexities of a sale requires careful planning. This guide provides a clear overview of the Jacksonville market, key seller considerations, and the steps involved in a successful transaction. It is designed to help you understand the path forward.

Market Overview

Selling your palliative care practice means understanding both local and national market forces. The good news is that both are pointing in a positive direction.

Growth in Jacksonville’s Healthcare Ecosystem

Jacksonville is not a static market. Northeast Florida is seeing significant investment in its healthcare infrastructure, with new health centers and systems expanding their reach. For an independent palliative care practice, this growth means more potential partners and acquirers. Hospitals and larger health systems are actively seeking to build out their continuum of care, and your practice could be a key piece of that puzzle.

National Demand Creates Seller Leverage

On a national scale, the demand for hospice and palliative services is strong. The market is projected to reach nearly $48 billion by 2034. The World Health Organization estimates the global need for palliative care will nearly double by 2060. This widespread demand creates a competitive environment where well-run practices are attractive assets to a variety of buyers.

Key Considerations

A strong market is a great starting point. But a buyer will look closely at how your practice operates. Here are three areas that will be under the microscope.

1. Addressing Workforce Challenges. Florida is facing a shortage of skilled healthcare workers. If you have built a stable, experienced team with low turnover, that is no longer just a nice-to-have. It is a major strategic asset that reduces a buyer’s risk. We help owners frame this stability as a key value driver in their practice’s story.

2. Aligning with Value-Based Care. The entire healthcare industry is shifting away from fee-for-service. Palliative care practices that can demonstrate high-quality outcomes and cost-effective service delivery are better positioned for acquisition. Buyers want to see a model that is built for the future of healthcare reimbursement, not the past.

3. Navigating Florida’s Regulatory Landscape. Understanding the specifics of Florida Medicaid, CON laws, and other state-level regulations is critical. Buyers will perform deep due diligence here. Having your compliance and reimbursement documentation in perfect order is non-negotiable and prevents surprises that can derail a deal.

Market Activity

While specific Palliative Care transactions in Jacksonville are not always public, the broader healthcare M&A market is very active. So, who is buying? The buyers in the market generally fall into three categories, each with different goals. Understanding what they look for is key to positioning your practice.

The key is not just to find a buyer, but to find the right buyer. A competitive process where multiple parties are interested gives you the leverage to choose a partner that aligns with your financial goals and your legacy.

Sale Process

Selling a practice is a process, not an event. When we manage a sale, we break it down into methodical phases to ensure a smooth transition and maximize value.

Phase 1: Strategy and Preparation

This is where the most important work happens, often a year or two before a sale. It involves a deep financial review to calculate your true Adjusted EBITDA, preparing clean financial statements, and creating a compelling story about your practice’s growth potential. Proper preparation is what separates an average outcome from a great one.

Phase 2: Confidential Marketing

We don’t just “list” your practice. We run a confidential, targeted process. We identify a curated list of the most likely strategic and financial buyers and discreetly approach them. This creates competitive tension, which is essential for driving up the purchase price and improving terms.

Phase 3: Diligence and Closing

Once an offer is accepted, the buyer begins due diligence. This is an intense review of your financials, operations, and legal compliance. Many deals fall apart here because of poor preparation. Our role is to manage this process, anticipate requests, and solve issues before they become problems, leading to a successful close.

Valuation

Practice owners often ask, “What is my practice worth?” The answer is more complex than a simple rule of thumb. The foundation of any modern practice valuation is a metric called Adjusted EBITDA. This isn’t the profit you see on your tax return. We calculate it by taking your earnings and adding back owner-specific expenses like an above-market salary, personal auto leases, or other one-time costs a new owner wouldn’t incur. This gives a true picture of the practice’s profitability.

That Adjusted EBITDA figure is then multiplied by a valuation multiple. This multiple isn’t fixed. It can range from 5.0x to over 8.0x depending on factors like your practice’s size, its reliance on a single provider, growth trajectory, and stability of your staff. We find that most owners underestimate their practice’s value because they don’t go through this normalization process. A proper valuation tells the complete story.

Post-Sale Considerations

The work isn’t over once the sale documents are signed. The structure of the deal has long-lasting implications for your finances, your career, and your team. Planning for these outcomes from the beginning is critical.

1. Your Role After the Close. Do you want a clean break, or do you want to continue working for a few years? Your transition plan is a key part of the negotiation. Deals can be structured to include a transition period, a long-term employment agreement, or even equity rollover where you retain a stake in the new, larger company.

2. Structuring for Your Legacy. You’ve spent years building your practice and its culture. A good advisor helps you negotiate terms that protect your staff and ensure continuity of care for your patients. This isn’t just about the price. It’s about finding a partner who respects what you have built.

3. Optimizing Your Financial Outcome. The structure of your sale has major tax implications. We work alongside your CPA to model different scenarios, such as an asset versus an entity sale, to help you understand the impact on your net, after-tax proceeds. This planning can make a significant difference in your final take-home amount.