The practice built for the gap between bankers and brokers.
MONTHLY ANALYSIS OF ISSUES COMMON TO <$2OOM MEDTECH EXITS ⎯⎯⎯⎯⎯⎯⎯
The Exit Brief: Scenarios & Strategies in LMM deals
In-depth look at the dynamics, factors, opportunities, and challenges experienced by medtech leaders as they approach or initiate an exit initiative. Best practices and practical frameworks to navigate your exit decisions, avoid pitfalls, and determine the scope and specifics of your optimal medical device exit.
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.
THE PRACTICE —————————————————————————————————
Built on direct experience with medical device startups and early revenue SMEs.
Amanda Cooper spent years working with medical device startups and SMEs, developing a deep and nuanced understanding of the realities and mechanics of operating under development, regulatory, and fiscal constraints while nurturing partnerships with the strategics that dominate medtech M&A.
A shrewd understanding of how corporate development teams evaluate targets, how deals get structured, and what separates a defensible process from one that gives buyers structural advantages they shouldn't have, was the impetus for forming this practice.
This shapes how every engagement runs. Buyer outreach is targeted because the buyer universe is mapped analytically, not from a generic database. Deal narratives are constructed around what acquirers actually evaluate and prioritize. Process architecture meets the standard that corporate dev teams at serious strategics expect — regardless of deal size.
AT A GLANCE —————————————————————————————————
PRACTICE FOCUS
Lower Middle Market
Medical device transactions from <$10M to $150M+
STRUCTURE
Flat-fee & Success Fee
No mandate conflicts. Fee structure built for this market.
CLIENTS
Founders, Boards, Investors
At or approaching the raise-or-exit decision point
TRANSACTION COUNSEL
Client Preference
Past and current mandates commonly engage legal representation from WSGR and Blakes. Clients are welcome to use any law firm of their choice.
HOW THIS PRACTICE 'THINKS' —
A few principles that govern every engagement.
These aren't positioning statements. They're the product of working enough lower middle market medical device transactions to know where the standard advisory model fails founders — and building something different.
The raise-or-exit analysis has to be unconflicted.
Most advisors have an economic stake in recommending the engagement they're positioned to lead. This practice runs the raise-or-exit analysis as a standalone, flat-fee engagement — before any sell-side work is considered. The recommendation goes where the data leads, not where the fee structure points.
Valuation transparency and defensibility is paramount.
Most founders approach the exit decision without a credible valuation anchor. They don't know what an acquirer would actually pay and too often tie their guess to their last funding round. The first job of every engagement is to establish a buyer-informed value range, so that the strategy aim is informed and true.
Every exit initiative deserves a thoughtful, bespoke strategy and a professionally run process - regardless of deal value.
Whether a deal value is $5M or $150M, it represents years of hard work, determination, and the investment of precious resources (time, money, and stress). The assets developed, and the humans who developed them, deserve dignified representation and a well considered strategy. It should reflect the true cost of nurturing medical device technology to exit-ready milestones and the tremendous contribution they will make to the acquirer's bottom line and excellency in healthcare.