These criteria are meant as a starting point for discussion and exploration, not as a strict checklist or to filter people out. Many owners I speak with are not ‘ready’ to sell, and those discussions are welcome.
My Approach to Ownership
I am building Haven deliberately, with the goal of owning and operating one strong, values-aligned medical aesthetics practice rooted in safety, quality, and long-term stability.
I care deeply about continuity for staff and patients, and I approach ownership transitions with respect for what already works.
While Haven could evolve over time, my focus today is very clear:
To acquire, partner with, or steward a single, well-run practice and be directly involved in its operations, clinical standards, and future.
This is not a volume-driven approach. It is hands-on ownership with care for people, reputation, and continuity.
How I Approach Ownership Transitions
Ownership transitions are personal and often emotionally complex. I approach them deliberately, with structure, transparency, and respect for what already works. I treat ownership transitions as collaborative, relationship-driven processes rather than transactions, informed by my clinical training as a licensed therapist and my experience in senior healthcare leadership.
My focus is on:
- Certainty and clarity over speed or pressure
- Thoughtful diligence that aligns early on structure and expectations
- Owner-paced conversations rather than auction-style processes
- Continuity for staff, providers, and clients
- Preserving reputation and culture while strengthening systems over time
I am not pursuing multiple deals at once or a rapid roll-up strategy. I am focused on one practice, with long-term ownership and hands-on involvement.
I believe successful transitions are built on trust, realistic timelines, and clear communication, not just spreadsheets or headline valuation.
Many conversations never lead to a transaction, and that is okay. Those discussions remain private, respectful, and owner-led.
If it helps, here is what an early, exploratory conversation typically includes, and what it does not.
You can read a short overview here.
Where I Am Today
I am in an active but deliberate phase of building Haven.
My focus is on identifying the right practice and structuring a thoughtful, owner-aligned transition.
I am having confidential conversations with practice owners across Northern and Central Virginia, many of whom are simply exploring what the future could look like rather than actively selling.
Some conversations will remain exploratory. Others may evolve into deeper diligence over time. I am comfortable with that pace and respectful of it.
My priority is certainty, alignment, and long-term stewardship, not speed.
Geographic Focus
I am focused on Northern and Central Virginia, generally within approximately 90 minutes of Stafford, Virginia, so I can remain actively involved and support strong community relationships.
Northern Virginia
- Alexandria, Arlington, Fairfax, Fairfax City, Falls Church
- Vienna, McLean, Tysons, Reston, Herndon, Ashburn
- Woodbridge, Manassas
Central Virginia
- Fredericksburg, Stafford, Spotsylvania,
- Richmond, Short Pump, Glen Allen, Innsbrook,
- Midlothian, West End, Charlottesville
This regional focus allows me to show up consistently for staff, providers, and clients.
Financial Characteristics
Ideal characteristics include:
- Seller’s Discretionary Earnings (SDE) of approximately $300K+
- Consistent revenue with clear service mix and margin visibility
- Clean financial reporting and documentation
- Financing may include SBA 7(a), my own capital, and thoughtful seller participation or aligned capital partners when appropriate.
I am flexible on structure when the underlying business is sound, compliant, and well-run. I prioritize clear structure and financing alignment early in the process to support certainty and continuity.
Service Mix
I am most interested in practices offering a thoughtful mix of services such as:
- Injectables
- Laser and light-based treatments
- RF microneedling
- Facials and medical-grade skincare
- Chemical peels
- Skin tightening
- Acne and pigmentation services
Safe scope of practice, appropriate supervision, and strong clinical oversight are essential.
What Tends to Work Well
- A loyal, recurring client base
- A strong reputation and community trust
- Clean financials with service mix clarity
- Compliant licensing, supervision, and scope-of-practice structure
- A stable clinical and operational team
- Opportunities to strengthen systems, scheduling, and utilization
- Potential for responsible, well-paced growth over time
Facility and Equipment
- Clean, well-maintained, modern space
- Private treatment rooms
- Appropriately maintained face and body devices
I am open to refreshing, upgrading, or reconfiguring where it makes sense.
The Right Fit for Ownership
The best fit is an owner who:
- Cares deeply about clients and staff
- Values quality, safety, and reputation
- Wants a thoughtful, dignified transition
- Is open to continuity and thoughtful evolution
Many owners I speak with are not “ready to sell” yet. I respect that, and those conversations remain private and owner-led.
It’s Healthy to Think About What’s Next
In some cases, owners reach out because they’re simply thinking about what’s next. Not because the business is failing, but because:
- The market has become more competitive or saturated.
- Operations and compliance have grown more complex.
- Recruiting and retaining great clinicians feels harder than it used to.
- The business is successful, but no longer energizing.
- They want liquidity without walking away from what they’ve built.
- They want more flexibility, time with family, or a different pace
- They’re thinking about retirement, relocation, or a next chapter
Exploring these questions doesn’t mean you’ve decided to sell. It just means you’re being thoughtful.
Many practice owners tell me they receive multiple unsolicited acquisition emails each month, often automated and broad in tone. That kind of volume-driven outreach can make it harder to have a grounded conversation about what you’ve actually built. If that experience has felt misaligned, you’re not alone. A transition discussion should feel deliberate and respectful, not transactional.
Some owners I speak with are not looking for the highest headline valuation or a fast, transactional process. They are looking for certainty, continuity, and a thoughtful next chapter for their staff, clients, and reputation. For those owners, an individual owner-operator approach can offer a different pace and level of involvement than larger, multi-deal acquisition strategies.
Often, the reason owners begin thinking about what’s next are not financial. Many successful practice owners reach this point because of life and family considerations, or because the emotional weight of responsibility has grown over time.
Thinking about a transition does not mean something is wrong. In many cases, it reflects care for the people, culture, and legacy tied to the practice.
As a licensed therapist by training, I’m comfortable holding thoughtful, confidential conversations that acknowledge both the business realities and the personal side of ownership transitions. My focus is on long-term stewardship rather than near-term optimization, with decisions made locally and deliberately, not driven by portfolio timelines.
What I Bring as an Owner and Operator
As a hands-on owner and operator, I bring:
• More than 20 years in healthcare operations and clinical leadership
• Former Chief Clinical Officer experience leading large, complex healthcare operations
• Deep expertise in clinical governance, safety, and compliance
• Hands-on ownership with respect for teams, culture, and legacy
• A long-term mindset focused on continuity, not disruption
My goal is simple:
To steward a strong practice into its next chapter with care, clarity, and responsibility.
Questions Owners Often Ask
Are you a broker or advisor?
No. I am not acting as a broker, intermediary, or advisor. I am pursuing direct ownership or partnership and would be the operating owner of the practice.
Are you backed by private equity or a fund?
No. Haven is not a fund or platform. Financing may involve a combination of my own capital, SBA financing, and aligned capital partners when appropriate, but the intent is founder-led, hands-on ownership.
Have you owned or built healthcare practices before?
Yes. Earlier in my career, I built and operated regulated healthcare practices from the ground up, including physician-led psychiatry programs. I have also owned outpatient healthcare locations where I employed medical directors, nurse practitioners, and therapists, and was responsible for clinical governance, compliance, staffing, and continuity of care.
In some cases, I later transitioned or exited those practices in a way that prioritized staff stability and patient continuity. I have also been directly involved in integrating practices into a larger organization, which taught me how disruptive transitions can be when they are rushed or poorly structured.
That experience shapes how I approach medical aesthetics today: carefully, owner-led, and focused on building something that works in real life, not just on paper.
Have you already acquired a medical aesthetics practice?
Not yet. I am in an active, deliberate phase of conversations and evaluation. Many discussions remain exploratory, which I respect. I am focused on finding the right fit rather than completing a transaction quickly.
How do you handle confidentiality?
Discretion is foundational to how I work. Conversations are private, unpressured, and owner-led. Information is shared only as needed and never used for marketing or outreach.
What if I’m not ready to sell?
That is common and expected. Many owners I speak with are simply thinking about the future. Those conversations remain confidential and do not require a decision or timeline.
How involved would you be as an owner?
I am not a passive investor. My intent is hands-on involvement in operations, clinical standards, and long-term stewardship, working closely with providers and staff.