Problem
- 3 separate entities instead of one group
- Each clinic with its own pricing (differences of up to 40%)
- 3 separate booking systems and documentation platforms
- Duplicated corporate functions across HR, finance and IT
- Risk of losing key physicians – 2 senior physicians considering departure
- Investor pressure to deliver +30% EBITDA within 12 months
Intervention
We took on the role of interim Chief Integration Officer and led the full merger – fast, without compromising the standard of care. We built an integration plan structured around a 90-day sprint.
What remained
The integrated group operates as a single entity with unified processes.
Key challenge
The hardest part was retaining the key physicians through the integration and convincing them the change would work in their favour.
Results
- +35% EBITDA within 3 months (from EUR 1.08M to EUR 1.46M)
- -22% operating costs (EUR 480K annually)
- -30% product procurement costs
- +18% cross-selling across the clinics
- Zero departures among key physicians
Post-merger integration does not happen by itself over time. It requires leadership, decisions and the protection of the right people.
