Multispecialty Medical Clinic, 20-Year Brooklyn Practice

$8.3M

Revenue

$1.0M

SDE

3.3x

Multiple

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Full Editorial Writeup

This is a fully staffed multispecialty medical clinic in a high-traffic area of Brooklyn, New York, built over roughly two decades since its 2003 founding. The practice covers a broad slate of specialties including Internal Medicine, Vascular, Cardiology, Urology, Podiatry, OB/GYN, Pain Management, Physical Therapy, and Chiropractic Services. The clinic serves 800 to 900 patients per week and runs on a team of 34 employees (26 full-time, 8 part-time) including physicians and nurses, operating out of a 2,300 sq. ft. leased space at $14,000 per month.

The business generates $8.3 million in annual gross revenue with $1 million in seller's discretionary earnings, priced at $3.25 million or 3.25x SDE. The founder, an Internal Medicine practitioner, is retiring and has offered a lengthy transition of up to 24 months on contract. Note that this is a licensed medical practice: the buyer must be a licensed medical practitioner, which materially narrows the buyer pool and shapes the deal structure.

What stands out is the diversified specialty mix under one roof in a dense, high-traffic Brooklyn location. A multispecialty setup captures referrals internally, keeps patients within the practice, and smooths revenue across service lines. The dense urban patient base and returning panel provide the kind of durable, essential-service demand that holds up through cycles.

Why we like it

Earnings quality is real for a medical services business: $8.3M revenue and $1M SDE built over two decades, with 800 to 900 patient visits per week providing a steady, high-frequency demand base. That volume across nine specialties spreads risk and reduces dependence on any single service line. The 3.25x multiple on SDE is reasonable for a healthcare practice of this scale.
Durability comes from the multispecialty model in a dense Brooklyn location, where a returning patient panel and internal cross-referrals between Internal Medicine, Cardiology, PT, and Pain Management keep revenue sticky. Healthcare is among the most recession-resistant categories: patients still show up for cardiology, podiatry, and pain management in a downturn. The licensure requirement to buy also limits competitive entry into this exact practice.
Market tailwinds favor primary and specialty care in dense urban markets with aging populations, and Brooklyn's Kings County is one of the most populous counties in the country. Demand for internal medicine, cardiology, and physical therapy grows structurally with demographics. High foot traffic and an established referral reputation give this location durable local pricing power.
The operator advantage is a physician-buyer stepping into a turnkey, fully staffed operation with 34 employees and a 24-month seller runway. A qualified medical practitioner with billing discipline could optimize payer mix and reduce reliance on the founding physician quickly. The long transition window materially de-risks the handover of clinical and administrative relationships.

How to improve it

Audit the payer mix and coding immediately: identify undercoded visits, denied claims, and slow-paying payers, then tighten the revenue cycle. In a nine-specialty NY practice, even a few points of collection improvement on $8.3M in billings flows straight to SDE. This is the fastest lever in the first 90 days.
Expand the physician roster to reduce key-person dependence on the retiring founder, who currently anchors Internal Medicine referrals. Recruiting or contracting additional providers before the 24-month runway ends protects patient volume and revenue continuity. This also directly de-risks a future resale.
Run the marketing the seller flagged as an untapped growth lever: local digital, Google Business, insurance-network directory placement, and community outreach in Brooklyn. Filling additional slots in higher-margin specialties like Pain Management and Vascular can lift utilization without adding much fixed cost. Track cost per new patient acquired.
Evaluate space and capacity: 2,300 sq. ft. serving 900 weekly visits is tight, so measure whether a second location or expanded hours would capture demand currently turned away. Extended evening and weekend hours can raise throughput on the existing lease footprint. Model the incremental staffing cost against added visit revenue.
Add or expand ancillary revenue lines such as in-house diagnostics, imaging, and lab draws where permitted, capturing services currently referred out. Ancillaries carry strong margins and keep patients inside the practice. Confirm compliance with New York regulations before implementing.
Build clean, transferable financial and clinical systems so the practice is not dependent on the founder's informal knowledge. Standardize scheduling, EHR workflows, and billing SOPs. This improves margin and makes the business far easier to finance or resell later.

Diligence notes

Verify the $8.3M revenue and $1M SDE against tax returns, payer remittances, and bank statements, and understand exactly how SDE was calculated. Scrutinize whether the founder's compensation and any related-party arrangements are normalized. For a physician-heavy practice, confirm how much SDE depends on the departing owner's personal production.
Investigate the regulatory structure carefully: the listing states the buyer must be a licensed medical practitioner and references no Article 28 facility, which signals specific New York ownership and billing rules. Engage healthcare counsel to confirm corporate practice of medicine compliance, billing arrangements, and whether any referral or self-referral (Stark/anti-kickback) exposure exists across the nine specialties. This is deal-defining risk.
Examine the $800,000 inventory figure closely: $800k of inventory is unusually high for a clinical practice, so confirm what it represents (pharmaceuticals, supplies, equipment) and whether it is genuinely worth that against the $3.25M price. Reconcile it with the assets list of instruments, equipment, and fixtures. Overstated inventory can inflate the effective multiple.
Review the lease: $14,000 per month for 2,300 sq. ft. in Brooklyn, term length, renewal options, and escalations, since the practice is fully dependent on this location. Confirm assignability to a new owner. Also assess whether capacity constraints at 900 weekly visits in that footprint cap the growth story.
Assess concentration and continuity risk across patients, referral sources, and providers, and confirm which physicians are staying versus leaving with the founder. Review payer contracts and reimbursement trends for the specialty mix. Patient panel retention through the ownership transition is the core value driver here.
Vet the broker-sourced financials with independent professionals given the thin, promotional listing detail and the absence of disclosed EBITDA. Require audited or accountant-prepared statements before committing. Confirm no outstanding malpractice claims, licensing issues, or billing audits against the practice.

Source

Originally listed on BizBuySell. View original listing →