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Urgent care valuations are typically expressed as a multiple of EBITDA (earnings before interest, taxes, depreciation, and amortization) — though the specific multiple depends on a range of factors including visit volume, payer mix, market positioning, facility quality, lease terms, and staff stability.

CRH's approach is to look at your center holistically — not just the trailing twelve months of financials. We consider growth trajectory, local market dynamics, your patient base, and the strength of your team. We present a clear valuation methodology so you understand exactly how we arrived at our number, and we're happy to discuss it in detail.

Staff retention is one of our highest priorities in every acquisition. Your team is a major part of what makes your center work — they know the patients, they've built the culture, and they're why people keep coming back.

In practice, this means we evaluate staffing needs thoughtfully, offer competitive compensation within our existing pay structures, and transition employees onto CRH's benefits platform — which typically includes stronger health coverage, 401(k) access, and professional development resources than many independent operators can offer. We develop a specific staff retention plan before close, not as an afterthought.

Yes. CRH operates a robust provider recruitment infrastructure across all three of our markets. We have experience backfilling retiring or departing owner-providers with a combination of full-time physicians, APPs (nurse practitioners and physician assistants), and, where appropriate, part-time coverage while we recruit.

We work through your clinical transition plan collaboratively — including timing of your departure, any overlap period if you want to stay on temporarily, and how we'll communicate the change to patients.

Not necessarily. We evaluate each situation individually. Centers that are operationally sound but not yet profitable — due to a ramp period, a recent new-center opening, or cost structures that CRH can improve through scale — can still be strong acquisition candidates.

We're primarily interested in real patient volume, a stable or growing market, a committed team, and a facility that meets our clinical and regulatory standards. Profitability matters, but it's not the only lens we use.

For a single-site or small group transaction where both parties are ready to move, we can execute in as little as 90 to 120 days from LOI to close. For more complex multi-site transactions, or when the seller needs more time to prepare, six or more months may be required or desired.

We work at your pace. If you're not ready to sell for 18 months, we'd rather begin a relationship now and earn your trust over time than pressure you into a timeline that doesn't work for your life.

No. Many of our most successful acquisitions have been direct transactions with no broker involved — which saves the seller meaningful transaction costs (typically 3–6% of deal value paid to their advisor).

That said, if you've already engaged a broker or investment banker, we're entirely comfortable working through them. We always recommend that sellers have their own legal counsel review any definitive agreement — that's simply good practice regardless of how much you trust the buyer.

CRH currently operates in Georgia (under the Peachtree Immediate Care brand), Maryland (Patriot Urgent Care), and Florida (Patients First). These are our primary acquisition markets, and we are actively seeking opportunities in all three states — including both suburban and rural markets.

We are also open to evaluating opportunities from the Mid-Atlantic and the Southeast around to, but not including, Texas, particularly for multi-site groups that represent a meaningful scale entry into a new market.

The most common structure we use is an asset purchase with cash consideration at close. We can also structure transactions to include earnout provisions tied to post-close performance, or even seller financing in limited circumstances.

We discuss structure openly and early — before you've committed significant time or energy to the process — so there are no surprises.

If the centers are within our current footprint, then in most cases, yes — we will rebrand acquired centers under one of our three regional brand names depending on geography. However, if the centers are outside of that footprint rebranding will depend on the strength of the acquired brand, among other factors. Operating under unified regional brands allows us to deliver a better and more consistent patient experience, invest in shared marketing, and build brand equity that benefits every center in the network.

We handle the rebranding process thoughtfully — with appropriate patient communication, community messaging, and a transition timeline that doesn't disrupt operations. Most sellers find that patients respond well to continuity of the clinical team, which matters far more than the name on the door.

We take confidentiality seriously because we understand the stakes. A premature leak to competitors, referral partners, or your own staff can create real business and personal damage — and we've never had that happen.

At the preliminary conversation stage, no formal agreement is required and we use discretion by default. Once we've established mutual interest, we execute a mutual NDA that protects both parties. All financial and operational information you share is handled internally on a need-to-know basis.

Absolutely. Some of our best acquisitions began with owners who were not actively planning to sell. A conversation costs nothing, reveals a lot, and gives you better information — about market conditions, valuation ranges, and what a sale might actually look like — that helps you make a more informed decision regardless of what you ultimately choose to do.

We're not in the business of pressuring people into transactions. If you speak with us and decide it's not the right time, that's a completely fine outcome. We'd rather earn your trust now than push you into something that isn't right for you.