India is in the best decade its healthcare businesses have ever had. Family offices, doctors, lenders and government schemes are all looking for places to put capital into this sector. What stops most Hospitals and Clinics is not a shortage of money. It is that they are not yet in a shape an investor can assess. We fix that, then bring the capital.
Proprietorship, informal books, no valuation.
Clean numbers, clear need, nobody to call.
Capital plus someone to do the work with you.
Start three years early.
This is the part most owners never see. There is more than one kind of money available, each with its own appetite, its own speed and its own price. Knowing which one fits your situation is half the job.
Looking for steady returns from real businesses, and tired of choosing between a fixed deposit and the equity markets. Healthcare cash flow sits neatly in between.
Senior clinicians with capital who understand these businesses better than any generalist. They read a clinic the way you do, so they get comfortable faster.
Equipment finance, term debt and working capital lines built specifically for healthcare. Cheaper than equity, and you keep every share you own.
Viability gap funding, National Health Mission capital, AB-HIM grants and NABARD long-term loans. Real money, and most owners have never heard of it.
Money against verified insurance and scheme claims, so you are not waiting four months to be paid for work you have already done.
Actively buying single-specialty clinics and small hospitals. If selling is on your mind in the next few years, these are your buyers.
They are about how capital works in India for a business your size, and how rarely anyone sits down to explain it.
Goodwill and patient volume are not collateral. Without property to pledge, a profitable business is often turned down.
Cash and personal expenses mixed in, filings behind, a proprietorship structure. Real profits that nobody outside can verify.
No benchmark, no method, no comparable deals to point at. Owners guess high, buyers guess low, and nothing moves.
Whatever funding is available usually needs a personal guarantee. Growing the business means putting the family home behind it.
By the time a sanction comes through, the site is gone, the equipment price has moved, or the doctor you wanted has joined elsewhere.
Term loan, lease, NCD, convertible, equity. Different costs, different consequences. Most owners are never shown the comparison.
Stories of outside money taking over practices and dictating how medicine is practised make owners avoid capital altogether.
The CA handles compliance. The banker sells a product. There is rarely anyone whose job is to advise on how to fund growth.
Too small for large private equity funds. Underserved by banks, who lend against property rather than cash flow. That gap is where we work.
Nursing homes and small hospitals. Often family run, often profitable, and carrying problems a clinic never has.
Single-specialty practices, day-care centres and diagnostics. Dental, eye, dermatology, IVF, dialysis, physiotherapy.
Not everyone needs all four. Some businesses only need the preparation. Some are ready and need the right investor. Some want a partner who does the work alongside them. Some are thinking about the exit.
We fix what stops a good business from being fundable. The structure, the books, the licences, the numbers, the valuation. No capital raised yet. This is the groundwork.
We size the requirement, pick the instrument that actually fits, and introduce you to investors who fund businesses like yours.
We put in capital and operational work over 18 to 24 months to grow the business, take a minority stake, and are repaid from the growth we help create.
We prepare the business for sale, find the right buyer, and run the process. Chains, PE platforms, or another doctor.
Most Hospitals and Clinics are not fundable as they stand. Not because they lack profit, since many have plenty, but because nothing about them can be verified by an outsider. This is the work that changes that.
A valuation and readiness check on your business. No obligation, and no commitment to raise anything afterwards.
Once the business can be assessed, the question becomes what kind of money it should take, and from whom. A machine and a new wing do not need the same instrument, and choosing wrong is expensive for years.
Our deepest engagement, and the one where our interests are most directly tied to yours. We only do well if your business genuinely grows.
Some businesses do not just need money. They need someone to actually do the work. Fix the billing, build patient acquisition, renegotiate procurement, put systems in. We bring both the capital and that work, over 18 to 24 months.
We grow a practice by bringing it more patients and running it better. Never by asking you to do more to each patient. Clinical judgement is yours, and revenue is never a reason to change it.
Illustrative only. Outcomes vary by specialty, location and starting position.
Chains and PE-backed platforms are buying single-specialty clinics and small hospitals across India. Owners who prepare early get better terms than those who react late.
A sale is won or lost in the two or three years before it happens. The businesses that get the best price are the ones that were run properly long before anyone made an offer.
Most owners are not sure which door they are at. This is the short version. If it is still unclear, the readiness check will tell you.
For readiness work and most debt funding, no. You keep full ownership and control. If you take equity or enter a growth partnership, you take on a partner, but clinical decisions, patient care and clinical hiring remain yours. We put that in writing rather than leaving it to trust.
No. It is the most common starting point, and it is exactly what the readiness path is for. It does take time to fix properly. Expect a few months of cleaning up and then a period of clean trading before investors are comfortable. Starting earlier is always cheaper than starting late.
Yes, and it is a different conversation from funding an existing business. A new build has no track record, so it is usually equity or a growth partnership rather than debt. What matters most is the clinician behind it, the location, and how quickly patients are likely to follow.
It depends on the instrument. Some lenders will require one. Equipment leasing and certain structures avoid it or limit it considerably, and equity does not involve one at all. We will tell you plainly, for each option, what you are putting at risk personally.
Yes. Claims receivables financing is one of the more useful products for hospitals, and one of the least known. Funding is arranged against verified claim invoices and clears as the claims are paid. We also look at whether the claims process itself can be improved, since a better settlement ratio is worth more than the financing.
A modest fixed fee, charged in stages as the work progresses, so you are not committing to everything upfront. If a funding transaction later closes, there is a success fee on that. You will know both numbers before you commit to anything.
That can happen, and we will tell you early if we think it is likely rather than take fees for work that will not lead anywhere. Even without a raise, the structuring, clean books and reporting are permanent improvements. They make the business more valuable, easier to sell, and easier to fund later.
No. A good deal of the opportunity is outside the metros, where demand is growing fastest and capital is hardest to find. What matters is the quality of the business, not the postcode.
What you are trying to do next, and where you are stuck. We will tell you honestly which path fits, or whether you need us at all.
