Bridge Realization Estimate
ML model predicts what fraction of the bridge is achievable (accuracy: 60%, n=5,839)
Expected realization: 76% of modeled bridge. Strengths: Occupancy Rate, Revenue per Bed. Risks: Commercial Payer %. Risk-adjusted uplift: $21.6M (vs $28.3M 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 | $10.8M | $10.8M | $0 | 12mo |
| Denial Rate Reduction | 12.0% DEFAULT | 6.5% BENCHMARK | $10.3M | $296K | $10.6M | $0 | 12mo |
| A/R Days Reduction | 52.00 DEFAULT | 38.00 BENCHMARK | $1.6M | $4.9M | $6.5M | $20.6M | 9mo |
| Clean Claim Rate | 88.0% DEFAULT | 96.0% BENCHMARK | $0 | $344K | $344K | $0 | 6mo |
| Net Collection Rate | 93.5% DEFAULT | 41.9% 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 | $2.7M | $5.4M | $8.1M | $10.8M | $10.8M | $10.8M | $10.8M |
| Denial Rate Reduction | $0 | $2.7M | $5.3M | $8.0M | $10.6M | $10.6M | $10.6M | $10.6M |
| A/R Days Reduction | $0 | $2.2M | $4.4M | $6.5M | $6.5M | $6.5M | $6.5M | $6.5M |
| Clean Claim Rate | $0 | $172K | $344K | $344K | $344K | $344K | $344K | $344K |
| Cumulative | $0 | $7.7M | $15.4M | $22.9M | $28.3M | $28.3M | $28.3M | $28.3M |
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 $28.3M is added at exit.
| Entry \ Exit | 9.0x | 10.0x | 11.0x | 11.5x | 12.0x |
|---|---|---|---|---|---|
| 8.0x | 71% / 14.7x | 76% / 16.7x | 80% / 18.7x | 82% / 19.7x | 83% / 20.7x |
| 9.0x | 66% / 12.7x | 71% / 14.5x | 75% / 16.3x | 77% / 17.1x | 78% / 18.0x |
| 10.0x | 62% / 11.1x | 66% / 12.7x | 70% / 14.3x | 72% / 15.1x | 74% / 15.9x |
| 11.0x | 58% / 9.8x | 62% / 11.3x | 66% / 12.7x | 68% / 13.4x | 70% / 14.2x |
| 12.0x | 54% / 8.7x | 59% / 10.1x | 63% / 11.4x | 65% / 12.1x | 66% / 12.7x |
Covenant Headroom (at 10x Entry, 6.5x Max Leverage)
Pro forma EBITDA can decline 43% before the 6.5x covenant trips. RCM uplift reduces leverage from 8.5x to 3.7x, adding 4.8 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 | $21.8M | — | $21.8M | 4.1% |
| Year 1 | $22.5M | +$18.9M | $41.3M | 7.7% |
| Year 2 | $23.1M | +$28.3M | $51.4M | 9.6% |
| Year 3 | $23.8M | +$28.3M | $52.1M | 9.7% |
| Year 4 | $24.5M | +$28.3M | $52.8M | 9.8% |
| Year 5 | $25.3M | +$28.3M | $53.6M | 10.0% |
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 | $5.4M | $8.1M | $10.8M | $12.9M |
| Denial Rate Reductio | $5.3M | $8.0M | $10.6M | $12.8M |
| A/R Days Reduction | $3.3M | $4.9M | $6.5M | $7.8M |
| Clean Claim Rate | $172K | $258K | $344K | $413K |
| Total | $14.1M | $21.2M | $28.3M | $33.9M |
Peer Context — Where This Hospital Sits
Key metrics vs 11 size-matched peers. Low percentile on margin/efficiency metrics = more room for improvement = larger bridge opportunity.
| Metric | Hospital | P25 | P50 | P75 | Percentile |
|---|---|---|---|---|---|
| Op Margin | 4.1% | -17.8% | -13.9% | 0.3% | P73 |
| Net-to-Gross | 35.3% | 33.9% | 36.8% | 41.9% | P36 |
| Occupancy | 84.6% | 48.8% | 72.0% | 82.2% | P91 |
| Rev/Bed | $3.4M | $1.0M | $1.3M | $1.6M | P91 |
| Exp/Bed | $3.2M | $1.2M | $1.5M | $1.7M | P91 |
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.