Bridge Realization Estimate
ML model predicts what fraction of the bridge is achievable (accuracy: 60%, n=5,839)
Expected realization: 70% of modeled bridge. Strengths: Occupancy Rate, Net-to-Gross Ratio. Risks: Bed Count, Commercial Payer %. Risk-adjusted uplift: $27.2M (vs $39.0M modeled).
EBITDA Bridge — 7 RCM Levers
Each bar shows the annual EBITDA impact at full run-rate. Revenue levers increase top-line; cost levers reduce operating expense; cash acceleration releases working capital. Calibrated to published research bands (Denial 12%→5% = $8-15M on $400M NPR).
Lever Detail
Each value shows its data source. SELLER = seller data room, DEFAULT = model default, BENCHMARK = P75 peer benchmark.
| Lever | Current | Target | Revenue | Cost | EBITDA | WC | Ramp |
|---|---|---|---|---|---|---|---|
| Cost to Collect | 4.5% DEFAULT | 2.5% BENCHMARK | $0 | $14.8M | $14.8M | $0 | 12mo |
| Denial Rate Reduction | 12.0% DEFAULT | 6.5% BENCHMARK | $14.3M | $408K | $14.7M | $0 | 12mo |
| A/R Days Reduction | 52.00 DEFAULT | 38.00 BENCHMARK | $2.3M | $6.7M | $9.0M | $28.4M | 9mo |
| Clean Claim Rate | 88.0% DEFAULT | 96.0% BENCHMARK | $0 | $474K | $474K | $0 | 6mo |
| Net Collection Rate | 93.5% DEFAULT | 21.0% BENCHMARK | $0 | $0 | $0 | $0 | 18mo |
| CDI / Case Mix Index | 135.0% DEFAULT | 142.0% BENCHMARK | $0 | $0 | $0 | $0 | 18mo |
Implementation Timing Curve
Linear ramp to full run-rate per lever. Month 0 = close date. Partners should expect 60-70% of total uplift realized by month 12.
| Lever | M0 | M3 | M6 | M9 | M12 | M18 | M24 | M36 |
|---|---|---|---|---|---|---|---|---|
| Cost to Collect | $0 | $3.7M | $7.4M | $11.1M | $14.8M | $14.8M | $14.8M | $14.8M |
| Denial Rate Reduction | $0 | $3.7M | $7.3M | $11.0M | $14.7M | $14.7M | $14.7M | $14.7M |
| A/R Days Reduction | $0 | $3.0M | $6.0M | $9.0M | $9.0M | $9.0M | $9.0M | $9.0M |
| Clean Claim Rate | $0 | $237K | $474K | $474K | $474K | $474K | $474K | $474K |
| Cumulative | $0 | $10.6M | $21.2M | $31.6M | $39.0M | $39.0M | $39.0M | $39.0M |
Returns Sensitivity (IRR / MOIC)
5-year hold, 5.5x leverage, 3% organic growth, 10%/yr debt paydown. Green = exceeds 20% IRR hurdle. Amber = 15-20%. Red = below hurdle or loss. RCM uplift of $39.0M is added at exit.
| Entry \ Exit | 9.0x | 10.0x | 11.0x | 11.5x | 12.0x |
|---|---|---|---|---|---|
| 8.0x | 66% / 12.6x | 70% / 14.4x | 74% / 16.2x | 76% / 17.1x | 78% / 17.9x |
| 9.0x | 61% / 10.9x | 66% / 12.4x | 70% / 14.0x | 71% / 14.8x | 73% / 15.6x |
| 10.0x | 57% / 9.5x | 61% / 10.9x | 65% / 12.3x | 67% / 13.0x | 69% / 13.7x |
| 11.0x | 53% / 8.3x | 57% / 9.6x | 61% / 10.9x | 63% / 11.5x | 65% / 12.2x |
| 12.0x | 49% / 7.3x | 54% / 8.5x | 58% / 9.7x | 59% / 10.3x | 61% / 10.9x |
Covenant Headroom (at 10x Entry, 6.5x Max Leverage)
Pro forma EBITDA can decline 35% before the 6.5x covenant trips. RCM uplift reduces leverage from 8.5x to 4.2x, adding 4.3 turns of cushion.
5-Year Value Creation Waterfall
EBITDA trajectory: 3% organic growth + RCM uplift ramp (full run-rate at month 18).
| Base EBITDA | RCM Uplift | Total | Margin | |
|---|---|---|---|---|
| Entry | $38.5M | — | $38.5M | 5.2% |
| Year 1 | $39.6M | +$26.0M | $65.6M | 8.9% |
| Year 2 | $40.8M | +$39.0M | $79.8M | 10.8% |
| Year 3 | $42.0M | +$39.0M | $81.0M | 10.9% |
| Year 4 | $43.3M | +$39.0M | $82.3M | 11.1% |
| Year 5 | $44.6M | +$39.0M | $83.6M | 11.3% |
Achievement Sensitivity
What if we only achieve a fraction of each lever? 50% = conservative, 75% = base management case, 100% = plan, 120% = stretch.
| Lever | 50% | 75% | 100% | 120% |
|---|---|---|---|---|
| Cost to Collect | $7.4M | $11.1M | $14.8M | $17.8M |
| Denial Rate Reductio | $7.3M | $11.0M | $14.7M | $17.6M |
| A/R Days Reduction | $4.5M | $6.8M | $9.0M | $10.8M |
| Clean Claim Rate | $237K | $356K | $474K | $569K |
| Total | $19.5M | $29.3M | $39.0M | $46.8M |
Peer Context — Where This Hospital Sits
Key metrics vs 79 size-matched peers. Low percentile on margin/efficiency metrics = more room for improvement = larger bridge opportunity.
| Metric | Hospital | P25 | P50 | P75 | Percentile |
|---|---|---|---|---|---|
| Op Margin | 5.2% | -4.9% | 5.1% | 18.4% | P50 |
| Net-to-Gross | 14.5% | 10.1% | 15.4% | 21.0% | P47 |
| Occupancy | 76.8% | 58.7% | 66.2% | 75.7% | P80 |
| Rev/Bed | $1.5M | $932K | $1.2M | $1.5M | P74 |
| Exp/Bed | $1.4M | $831K | $1.1M | $1.4M | P76 |
Bridge Methodology
Coefficients calibrated to published research bands: denial 12%→5% = $8-15M on $400M NPR. Current metrics estimated from HCRIS public data and ML predictions. Target metrics set at P75 peer benchmarks with 60% gap closure assumption. Revenue levers use NPR × delta × avoidable share. Cost levers use claims volume × cost per reworked claim. Working capital from AR reduction is one-time cash (not included in recurring EBITDA). Returns assume 5.5x leverage, 3% organic growth, 10%/yr debt paydown.