Sell My Home Care, Home Health, or Hospice Agency —
Healthcare M&A Specialists

We represent non-medical home care, skilled home health, hospice, franchise resale, and agencies with private-pay, Medicaid, or mixed-payer models where healthcare-specific transaction experience matters.

The average timeline to sell a home care or healthcare business is 6 to 12 months from signed engagement to closed transaction, but it varies based on your agency's size, licensing, payer mix, documentation readiness, and market demand. A typical timeline breaks down as: preparation and valuation (1–2 months), confidential marketing and buyer outreach (~3 months), negotiation and due diligence (~3 months), and closing and transition (1–3 months). Each sale is unique, but we work to keep the process smooth, secure, and aligned with your goals.

Medicare-certified home health agencies transfer through a Change of Ownership (CHOW) process with CMS, not a simple business sale. The buyer files a CMS-855A and works with the state survey agency and CMS regional office to assume the existing Provider Agreement. Depending on the state and the structure of the deal, this can add 30 to 90 days to the closing timeline and may trigger a new state survey. We have managed CHOW processes across multiple states and coordinate with your attorney, the buyer's counsel, and CMS to keep the timeline on track. The single most important decision is to engage a broker who has done this before — a missed CHOW step can delay close by months.

We never charge upfront fees, valuation fees, or monthly retainers. Our compensation is 100% success-based — we only get paid if and when your home care or healthcare business sells. Our success fee is a percentage of the final sale price, structured to align our interests with yours, and disclosed in writing before we begin work. You get expert representation with no pressure, no risk, and no hidden costs.

The most expensive mistakes we see are: going to market with unresolved Medicaid audits or RAC reviews, breaking confidentiality by telling key staff or referral sources too early, relying on a single buyer instead of running a competitive process, ignoring owner dependency and clinical leadership gaps, allowing census or payer mix to drift during diligence, mispricing the agency in either direction, failing to plan for the regulatory transfer timeline, and skipping tax planning until after the LOI. The single largest preventable error is starting the process 6 months before you want to be done — a properly run healthcare M&A process needs 12 months of runway, and the best outcomes come from owners who engage 18 to 24 months before they plan to exit.

The best time to sell is when three things align: your business is performing well (strong revenue, consistent cash flow, clean financials), the market is favorable (high buyer demand, active consolidation), and you're personally ready to transition. Many owners wait too long — often until burnout, a health event, or a customer loss forces the decision — and a forced sale always trades at a discount. The right move is to engage 12 to 24 months ahead, get a real valuation and exit-readiness assessment, and time your market entry deliberately.

A properly run sale process is built around confidentiality. Buyers are qualified before sensitive information is shared, and information is released in stages to reduce unnecessary exposure to staff, referral sources, and patients.

No — not unless and until you decide to tell them. Confidentiality is the foundation of our process. Initial buyer outreach is blind. Buyers sign NDAs before they see anything that identifies your agency. Patient identifiers, referral source names, and key staff details are released only in late-stage diligence after a buyer has demonstrated seriousness. Most of our clients close their transactions without a single staff member, referral source, or patient learning about the process until announcement day.

Buyers fall into four categories. Private equity platforms and PE-backed healthcare consolidators actively deploy capital into home health and hospice roll-ups — these buyers typically pay the highest multiples for agencies with clean compliance histories and stable census. Strategic acquirers — larger regional operators expanding into your geography or service line — often pay the highest multiples when there is real synergy. Independent operators with clinical or operational backgrounds acquire smaller agencies in the $1M to $5M EBITDA range, often with SBA financing. Family offices and long-term holders pay for legacy and culture and offer the most flexible structures. We pre-screen and qualify all buyers — not just for financial capacity, but for cultural and operational fit.

Cleaner financials, stronger margins, less owner dependence, more stable staffing, better referral diversification, and fewer compliance concerns usually improve buyer confidence and support a stronger valuation range.