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This is a Southeast-US behavioral therapy center focused on autism spectrum disorders, chromosomal anomalies, and related developmental and learning challenges in children and young adults up to age 21. Services are delivered through both clinic-based programs and school-based support, which is the classic applied behavior analysis (ABA) delivery model that dominates autism care. The business runs on insurance contracts, employs 50 people (25 full-time and 25 part-time), and operates from an 8,000 square foot ADA-accessible facility equipped with computers, tablets, and therapy tools.
On roughly $3.07M of revenue the business throws off $922K in cash flow, a 30% owner-earnings margin that is strong for a labor-heavy clinical services business. Autism diagnoses continue to rise and demand for ABA therapy consistently outpaces supply of credentialed providers, which is why the seller can credibly claim little local competition and a deep pool of prospective families. The asking price of $5M implies a 5.42x cash flow multiple, and the owned real estate is offered separately for $800K rather than bundled into the deal.
The seller is retiring and will train only for a limited window, so the buyer must be prepared to install clinical and administrative leadership quickly. This is a hands-on, operator-run business tied to insurance credentialing, staff retention, and regulatory compliance, all of which make it durable but also require an owner who understands healthcare operations rather than a passive investor.
Why we like it
- Earnings quality is strong: $922K of cash flow on $3.07M of revenue is a 30% margin in a business where reimbursement flows from insurance contracts rather than discretionary consumer spend. Insurance-funded ABA revenue is sticky because families stay in treatment for years and payers are contractually obligated to cover medically necessary care.
- The moat is credentialing plus scarcity. ABA providers require Board Certified Behavior Analysts and insurance panel access, both of which are slow and hard to assemble, and the seller reports little local competition. Fifty trained staff and existing payer contracts are the real asset here, far more valuable than the $40K of FF&E.
- Market tailwinds are genuine and durable. Autism diagnosis rates keep climbing and most states now mandate insurance coverage for ABA, so demand structurally exceeds supply of qualified clinicians. The seller notes lots of children and families in the area, which reads as an underserved pipeline rather than a saturated market.
- This is recession-resistant and AI-proof clinical work. Autism therapy is medically necessary, insurance-funded, and delivered one-on-one by humans, so it does not get cut in a downturn or automated away. Recurring, multi-year treatment plans give predictable revenue visibility that most services businesses lack.
How to improve it
- Audit payer mix and reimbursement rates in the first 90 days, then renegotiate underpriced contracts and add new insurance panels. Even a few points of rate improvement drops straight to the bottom line given the fixed cost of clinical staff and facility.
- Attack the waitlist by hiring and credentialing additional BCBAs and RBTs. If demand truly exceeds supply, the binding constraint is clinician capacity, so every added therapist with a full caseload is nearly pure incremental margin against a mostly fixed overhead base.
- Formalize the school-based contract channel into repeatable, multi-year agreements with districts. School partnerships smooth revenue seasonality and diversify away from pure clinic throughput, and districts are creditworthy, predictable payers.
- Build a leadership bench immediately given the owner will not stay long term. Promote or hire a clinical director and an operations manager so the business is not dependent on the departing owner for credentialing relationships and staff retention.
- Tighten billing and revenue cycle management to reduce denials and days-in-AR. Insurance-funded ABA lives and dies on clean documentation and authorization tracking, and small improvements in collections meaningfully raise cash flow.
- Open a second clinic location or expand hours in the existing 8,000 SF facility. With demand already outstripping supply, geographic or capacity expansion is the clearest path to scaling revenue without reinventing the model.
- Invest in RBT training pipelines and retention to lower turnover, which is the chronic pain point in ABA. Structured career ladders and referral bonuses reduce recruiting costs and protect billable capacity.
Diligence notes
- Scrutinize the payer contracts and authorization backlog closely. Confirm which insurers are in-network, the reimbursement rates, and whether any single payer represents concentration risk that could crater revenue if renegotiated or terminated.
- Verify BCBA and RBT credentialing and whether key clinicians are under contract or at flight risk. The value is in the staff and their certifications, so understand retention, non-competes, and how many are tied to the departing owner personally.
- Normalize the $922K cash flow for owner add-backs and true replacement management cost. Since the seller is retiring and will not stay, budget the salary of a clinical director and operations lead, which reduces the real buyer earnings.
- Confirm the real estate arrangement carefully. The building is owned and offered separately for $800K, so model the lease or purchase terms because occupancy cost directly affects go-forward margins on a $5M ask.
- Review compliance history, licensing, and any Medicaid or commercial payer audit exposure. ABA is a scrutinized reimbursement category, and clawbacks or documentation deficiencies can create material hidden liabilities.
- Establish years in business, patient census trends, and waitlist size, none of which are disclosed. Confirm whether revenue is growing, flat, or dependent on a handful of long-tenured patients aging out of eligibility at 21.
Source
- Behavioral Health Therapy Practice, Turnkey Oregon Provider Since 2015
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- Turnkey Mental Health Practice - St. Louis Psychiatric Group
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- Non-Emergency Medical Transportation Co, 15-Year Westchester County NY Operator
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