After several decades in the healthcare space, we’re used to practice owners coming to us with unsolicited offers they’ve received from buyers, especially in a young industry like medical spa. When Dr. T called TUSK after receiving an offer, they were navigating the same waters that most owners do when a buyer comes knocking:

• Who is this buyer, and why are they interested in my practice?
• Is this actually what my practice is worth?
• And if I like this group, how do I make sure the deal is actually good?

We did what any good advisor does. Learned more about the doctor and the business they’d built. We educated them on the buyers active in the medical spa space, what they look for, and how they structure deals. We also talked through what was and wasn’t in the offer they had received. And finally, gave them an unbiased, data-driven valuation of the practice so they could make a decision with the full picture.

So why were they getting an offer in the first place? Dr. T had a full clinical team with a roster of RNs running full patient schedules. Dr. T was actively developing systems to reduce their own time behind the treatment chair, currently around 25 hours a week, and transition more of their energy to the operational side of the business. They were a growth-minded owner who had built a medical spa proven to succeed.

What Dr. T didn’t know yet was whether the offer in front of them reflected that, and if there were other buyers who would compete for the practice.

Running the Process

TUSK took the medical spa to market to create a truly competitive process that allowed Dr. T to meet with different buyers and create leverage in the negotiation process.

The medical spa industry is still early in consolidation. 81% of med spas in the U.S. are single-location, independent operators. Buyers are actively looking for practices like Dr. T’s: strong clinical teams, proven revenue, a clear path to growth, and they are willing to compete for them when given the opportunity.

A second buyer, Buyer B, came to the table with an offer that was equally as compelling as Buyer A’s.

With real competition in place, TUSK went back to the original MSO, Buyer A, and renegotiated from a position of leverage Dr. T had never had before. Earn-out provisions were restructured to be clearly defined and tied to how the practice actually operated. Non-compete terms were redrawn to protect Dr. T’s future. And critically, TUSK framed the growth story correctly: Dr. T had the team, the systems, and the patient base to support a second location, and the right partner should be funding that expansion, not just underwriting it as future upside for themselves.

Buyer A came back with a better offer. Improved economics. Improved terms. And a commitment to provide the operational resources to support the second location Dr. T had been working toward.

The Outcome

Dr. T chose Buyer A, the same group that had approached them at the start, but with a better deal.

Same buyer. Better deal. The team stayed. The patients stayed. The brand stayed. And the next chapter of the practice’s growth had a partner behind it with the infrastructure to make it real.

The thing Dr. T told us after the deal closed was that they finally felt like the decision had been theirs. The opportunity to see the different options was more valuable than having signed the initial offer they’d received at the start.

That’s what a process is supposed to do.

Received an unsolicited offer for your medical spa from an MSO? Before you respond, make sure you know what your practice is actually worth.

Request a Confidential Practice Valuation → No commitment. Just a clear, data-driven picture of where you stand.