⎯ LOWER MIDDLE MARKET · MEDICAL DEVICES
Strategic M&A advisory for medical device companies at the exit decision
Independent, buyer-centered guidance for founders, boards, and investors who are ready to move toward a transaction, or need clarity before they do.
We help founders, boards, and investors understand their exit options, plan and position for the right acquirer, and navigate deals that maximize ROI.
Three engagements. Defined scope. Zero ambiguity.
Every engagement has defined deliverables, a fixed/structured fee, and a deadline. Clients consistently convey appreciation for the clarity. That directness is deliberate, and a through-line in every conversation.
I
Raise-or-Exit Analysis
An independent, buyer-informed assessment of whether an M&A exit is viable, timing-appropriate, and structurally superior to raising. Delivered without a mandate interest in either outcome; the analysis goes where the data leads.
DELIVERABLES— Strategic acquirer landscape by motivation— Indicative valuation range with deal structure scenarios— Timing assessment against clinical and commercial milestones— Raise vs. exit recommendation with supporting rationale
II
Exit Roadmap
A structured, execution-ready plan for companies that have decided to pursue an M&A exit and want a clear, buyer-aligned positioning strategy before process begins. Roadmap-only or as a precursor to process leadership.
DELIVERABLES— Buyer universe mapping with tiered outreach strategy— Deal narrative and positioning framework— Process timeline and milestone sequencing— Materials scope and preparation checklist
III
Sell-Side Process Leadership
Full leadership of a structured, competitive sell-side process — from outreach through LOI, diligence, and close. For boards and investors who want experienced advisory leadership without a large bank's economics or indifference.
DELIVERABLES— Process design, buyer outreach, and management of indications— CIM, management presentation, and data room coordination— LOI negotiation support in coordination with legal counsel— Diligence management and close coordination
WHO WE WORK WITH ⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Founders, boards, and investors at the raise-or-exit inflection point.
We most often work with early or pre-commercial Class I/II medical and assistive device developers who have built real assets — IP, regulatory clearance, clinical validation, or revenue — and are making a consequential decision about what comes next.
They appreciate an advisor who understands the science, the strategy, and the acquirer landscape with equal fluency and works as a partner for the company's optimal outcome, whether that's an immediate M&A transaction or a thoughtful exit strategy, executed over a period of time.
WHY FOUNDERS & BOARDS WORK WITH THIS PRACTICE ⎯⎯
The gap between bankers and brokers is real, and this practice was built for it.Middle-market M&A firms decline mandates below their fee thresholds. Broker services lack the analytical rigor and engagement strategies that create competitive tension. Independent lower middle market advisory fills a structural gap that both categories ignore.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
The raise-or-exit analysis is genuinely unconflicted.Most advisors have an economic interest in recommending the mandate they're positioned to lead. This practice runs the raise-or-exit analysis first, as a standalone engagement, before any sell-side work is considered, to ensure your optimal outcome.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
The process is run at an institutional standard.Process architecture, documentation, and buyer management follow the standards corporate development teams at strategic acquirers expect, regardless of deal size.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Fee structure is built for the actual economics of this market.Flat-fee and structured success-fee arrangements aligned with lower middle market company's requirements and economics.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
"Amanda determined our medical device exit strategy and executed it skillfully to a successful outcome. As an investor, significant return on your investment is far from guaranteed but Amanda's ability to see the big picture, rally influential champions to our cause, and compel and negotiate with strategic acquirers resulting in a rewarding exit.
I wouldn't hesitate to recommend her to any medical device firm contemplating an early exit."
Rob Swart, Board Director & Investor
QUARTERLY INTELLIGENCE SERIES ⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Investor Notes: Medtech M&A Monitor
Quarterly analysis of sub-$200M medical device transactions and strategic partnerships, distilling each deal to its parties, terms, and signal. Published for founders, boards, and investors navigating acquisition timing decisions in the lower middle market.
⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯Boston Scientific → Valencia TechnologiesPre-commercial tibial nerve stimulator acquired on form factor differentiation alone. BSX's "immaterial to EPS" disclosure signals sub-$100M.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Natus Sensory → TheraB Medical
Acquired within weeks of FDA 510(k) clearance. No post-market revenue data required. Build-to-buy timelines are compressing.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Quantum Surgical + NeuWave → Precision IO Group
PE-backed platform formation in interventional oncology. Robotics plus energy delivery, now under single ownership.⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯
Clarify Your Company’s Strategic Exit Options
Thoughtful exit planning ensures founders and boards make decisions with clarity, control, and optionality. Evaluate buyer alignment, timing, and strategic priorities before critical milestones arrive.