Too many deals fall apart, not because the business isn’t strong, but because the seller’s expectations don’t line up with reality. In this blog, we share a real example of a practice that looked great on paper but never got to closing, and the lessons every seller should learn before going to market.

When an owner starts thinking about selling, the first question is usually, “What’s my practice worth?” That’s an important question—but not the first one you should be asking. The real starting point is making sure you are ready: financially, mentally, and strategically.

When it comes time to sell your practice, the numbers aren’t enough. Buyers aren’t just purchasing equipment and financials — they’re buying confidence that the team will stay, the clients won’t leave, and the transition will be smooth. At Wicklow, we help practice owners prepare, position, and transition so they can maximize value and close with certainty.

We say this often at Wicklow, because it’s a critical distinction that many buyers (and even some advisors) miss. When a corporate buyer or private equity group is evaluating a multi-doctor practice, they want to know what the business throws off in pure operational profit—before interest, taxes, depreciation, and amortization.

If you’re exploring practice ownership, one question comes up every time: “Should I buy an existing practice, or should I start one from scratch?” The real answer is: it depends on you — and the vision you have for your future.

When it comes to selling your healthcare practice — whether veterinary, dental, or medical — timing is everything. Many owners believe they can wait “just a few more years” to build value, only to discover too late that the market, or their own business fundamentals, have shifted against them.

When you're buying a dental, veterinary, or medical practice, you’re not just choosing a business — you’re laying the foundation for years of ownership. One of the most critical decisions you’ll make during that process is choosing your bank.

When most owners start preparing to sell their practice, they focus on the big three: production, collections, and profitability. And yes, those numbers are critical. But there’s another piece that can quietly make or break your deal—before a buyer even opens your books: your facility.