Bridge Realization Estimate
ML model predicts what fraction of the bridge is achievable (accuracy: 60%, n=5,839)
Expected realization: 69% of modeled bridge. Strengths: Revenue per Bed. Risk-adjusted uplift: $8.2M (vs $11.9M 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 | $4.5M | $4.5M | $0 | 12mo |
| Denial Rate Reduction | 12.0% DEFAULT | 6.5% BENCHMARK | $4.4M | $125K | $4.5M | $0 | 12mo |
| A/R Days Reduction | 52.00 DEFAULT | 38.00 BENCHMARK | $696K | $2.1M | $2.8M | $8.7M | 9mo |
| Clean Claim Rate | 88.0% DEFAULT | 96.0% BENCHMARK | $0 | $145K | $145K | $0 | 6mo |
| Net Collection Rate | 93.5% DEFAULT | 43.0% 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 | $1.1M | $2.3M | $3.4M | $4.5M | $4.5M | $4.5M | $4.5M |
| Denial Rate Reduction | $0 | $1.1M | $2.2M | $3.4M | $4.5M | $4.5M | $4.5M | $4.5M |
| A/R Days Reduction | $0 | $920K | $1.8M | $2.8M | $2.8M | $2.8M | $2.8M | $2.8M |
| Clean Claim Rate | $0 | $73K | $145K | $145K | $145K | $145K | $145K | $145K |
| Cumulative | $0 | $3.2M | $6.5M | $9.7M | $11.9M | $11.9M | $11.9M | $11.9M |
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 $11.9M is added at exit.
| Entry \ Exit | 9.0x | 10.0x | 11.0x | 11.5x | 12.0x |
|---|---|---|---|---|---|
| 8.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x |
| 9.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x |
| 10.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x |
| 11.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x |
| 12.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x | -100% / 0.0x |
Covenant Headroom (at 10x Entry, 6.5x Max Leverage)
Pro forma EBITDA can decline 233% before the 6.5x covenant trips. RCM uplift reduces leverage from 99.0x to -8.6x, adding 107.6 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 | $-6.0M | — | $-6.0M | -2.7% |
| Year 1 | $-6.2M | +$8.0M | $1.7M | 0.8% |
| Year 2 | $-6.4M | +$11.9M | $5.5M | 2.4% |
| Year 3 | $-6.6M | +$11.9M | $5.3M | 2.4% |
| Year 4 | $-6.8M | +$11.9M | $5.1M | 2.3% |
| Year 5 | $-7.0M | +$11.9M | $4.9M | 2.2% |
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 | $2.3M | $3.4M | $4.5M | $5.4M |
| Denial Rate Reductio | $2.2M | $3.4M | $4.5M | $5.4M |
| A/R Days Reduction | $1.4M | $2.1M | $2.8M | $3.3M |
| Clean Claim Rate | $73K | $109K | $145K | $174K |
| Total | $6.0M | $8.9M | $11.9M | $14.3M |
Peer Context — Where This Hospital Sits
Key metrics vs 39 size-matched peers. Low percentile on margin/efficiency metrics = more room for improvement = larger bridge opportunity.
| Metric | Hospital | P25 | P50 | P75 | Percentile |
|---|---|---|---|---|---|
| Op Margin | -2.7% | -9.2% | 0.4% | 12.7% | P41 |
| Net-to-Gross | 29.2% | 23.1% | 28.7% | 43.0% | P54 |
| Occupancy | 51.1% | 46.4% | 64.3% | 74.8% | P38 |
| Rev/Bed | $2.2M | $402K | $1.2M | $1.5M | P90 |
| Exp/Bed | $2.2M | $499K | $1.1M | $1.6M | P90 |
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.