Healthcare Consulting Services —
We Solve Difficult Operational Problems and Optimize Growth Strategy, Delivering Improved Throughput, Market Expansion, and Increased Revenue.
Our focus is Behavioral Healthcare, ABA Autism Therapy, and Medical Practice and Health System Growth and Development
Proven Results for PE/Entrepreneurs
Recent Successes:
Healthcare Thought Leadership
April 13, 2026
Belonging, Burnout, and Better Leadership with Ed Speedling
In this episode we talk about how high performance and human sustainability are in direct conflict in most organizations today. The tension between Performance and Burnout isn't just an HR conversation; it's a strategic crisis hiding in plain sight at every level of your org chart.
March 26, 2026
What if burnout isn't a weakness problem — it's a design problem?
In this episode we talk about how high performance and human sustainability are in direct conflict in most organizations today. The tension between Performance and Burnout isn't just an HR conversation; it's a strategic crisis hiding in plain sight at every level of your org chart.
Key Services —
Collaborative Services That Transform Your Business Trajectory
Increase revenue & EBITDA
Control and reduce costs
Improve quality and compliance
Expand to new markets and establish new services and service lines
Business Planning
& Pro Forma Development
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Business Evaluation
& Assessment
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Contracting
& Negotiations
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Guiding PE/Entrepreneurs From Pre-LOI Through Diligence
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Short-Term Fractional Roles for CEO, COO, Ops, and CFO
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Supporting the Evolving needs of behavioral health and healthcare leaders
- Supporting both your short- and long-term goals
- Delivering fast, data-informed recommendations through expert partnerships
- Optimizing staff and systems to ensure growth can occur without setback
- Providing interim C-suite leadership during key transitions
- Walking with buyer-side and seller-side teams to ensure all critical questions, barriers, and opportunities are identified to determine fit for their portfolio
Areas of Expertise
Experience leading or working in both for-profit and non-profit healthcare organizations, including Nemours, UHS, HCA, ProMedica, Newport Healthcare, and PE backed healthcare portfolio companies
Hospitals & Health Systems
We help streamline care delivery, optimize payer strategy, and expand service lines to enhance performance in acute and post-acute environments.
Federally Qualified Health Centers (FQHCs)
We help FQHCs expand behavioral health services, enhance community impact, and improve funding and reimbursement strategies.
Physician-Led and Entrepreneurial Ventures
We support emerging provider groups expanding into behavioral health or launching new service lines, with tailored business plans, market analysis, and operational strategy.
Ambulatory Services
(Post-Acute)
We work with PHPs, IOPs, ABA therapy, and telehealth providers to strengthen outpatient programming, coordinate care transitions, and increase clinical and financial sustainability.
Private Equity & Healthcare Investors
From pre-LOI through diligence to integration, we support PE firms and venture-backed teams in assessing, acquiring, and scaling behavioral health assets.
Mid-Sized and Community-Based Providers
We work with organizations seeking to scale responsibly, improve clinical operations, or prepare for investment, all while preserving mission and culture. This includes smaller ABA organizations and residential, IOP, or PHP companies (revenue under $25M; EBIDTA under $10M).
Featured Projects
Private Equity Behavioral Health Diligence
Overview:
Partnered with a New York-based private equity firm to assist with fact acquisition review for a major behavioral health. We provided strategic analysis, operational insights, and participated in key diligence meetings with management and third-party vendors.
Results:
Delivered critical frameworks and actionable insights that helped the firm assess investment risks and opportunities, shaping their decision-making during the pre-LOI and diligence phases.
Turnaround of a Multi-State Health Provider
Overview:
Spearheaded the operational and financial turnaround of a struggling behavioral health organization spanning multiple states. We restructured the leadership team, introduced a new clinical program model, and negotiated improved payer contracts.
Results:
Achieved a 20% increase in revenue and 10% increase in EBITDA returning the company to a path of sustainable growth.
- Increase in Revenue20%
- Increase in EBITDA10%
$100MM PHP/IOP Acquisition Diligence
Overview:
Advised a private equity firm on buy-side due diligence for a ~$100MM PHP/IOP behavioral health acquisition. Evaluated synergy and value creation opportunities, performance improvement levers, and quality/operational gaps. Reviewed payer contracts and reimbursement rates and built a proactive plan to renegotiate rates and improve margins in existing and new markets.
Results:
Supported a successful transaction with an actionable value creation plan that reduced post-close risk and accelerated execution. Delivered a clear post-close 100-day operating roadmap for the incoming leadership team, including prioritized initiatives and key organizational changes.
Applied Behavioral Analysis Go-To-Market Relaunch
Overview:
Built a go-to-market strategy to restart growth for a stalled clinical product in behavioral health and autism/ABA. Revamped the ABA sales deck with sharper positioning, stakeholder roles, and key billing code context to improve credibility in the vertical. Created a sell sheet and differentiators to help sales teams clearly communicate operational, clinical, and financial value. Introduced initial ABA target clients and co-presented with the sales team to drive engagement and identify cross-sell opportunities.
Results:
Equipped the team with vertical-ready messaging and collateral, plus early ABA customer traction to support scalable growth.
About Ed Speedling
I’m a seasoned healthcare leader with a passion for transformative change in the mental health arena. With a Master’s of Health Administration and a Master’s of Social Work, I bring together business acumen and deep empathy for individuals and communities impacted by complex treatment needs. Over the past 20+ years, I’ve worked across both for-profit and non-profit sectors, holding executive roles—including CEO and VP—where I led organizations through major transformations and periods of rapid growth.
In every role, I’ve focused on driving innovation in behavioral health—expanding service lines, improving clinical operations, and building strategic partnerships. I’m known for crafting effective payer strategies, including value-based contract negotiations and integrating behavioral and physical health services to reduce costs and address social determinants of health. As a Fellow of the American College of Healthcare Executives (FACHE), I hold myself to the highest standards of professionalism and ethics.
I take a collaborative, warm, and data-informed approach to my work. I believe the best outcomes happen when strategic insight is combined with analytics, high-quality care delivery, and a commitment to people. That belief shapes everything I do: I listen closely to the needs of healthcare providers and the communities they serve, and I partner with leaders to design solutions that elevate care, empower teams, and strengthen financial performance.ning, stakeholder roles, and key billing code context to improve credibility in the vertical. Created a sell sheet and differentiators to help sales teams clearly communicate operational, clinical, and financial value. Introduced initial ABA target clients and co-presented with the sales team to drive engagement and identify cross-sell opportunities.
FAQ
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What services or solutions do you provide, specifically for healthcare providers?
Ed provides services including business planning, pro forma development, clinical and financial assessments, interim or fractional executive coverage, new growth strategy, compliance and quality evaluation, market analysis, payer rate consultation, business development support, and both buyer and seller side due diligence. He works with hospitals, health systems, human service organizations, FQHCs, startups, ABA companies, CMHC’s, and private equity firms. He helps these organizations optimize operations, assess readiness for growth, and mitigate risks before major investments. His goal is to create as much value as possible for his clients through consistent, quality services.
What is your 'sweet spot' - the client profile or situation where you consistently add the most value?
His sweet spot is companies with revenue’s between $25M-$150M in revenue and EBITDA between $3M–$25M. These organizations often cannot afford large consulting firms and benefit from Ed’s deep operational, financial, clinical, and regulatory expertise, especially in growth transitions.
Who are your primary target clients (e.g., hospitals, health systems, physician groups, FQHCs, etc.)?
Primary targets include private equity firms, FQHCs, CMHC’s, ABA companies, physician practices, health systems, and hospitals—particularly those that are midsize and seeking growth support or operational value creation.
How is your organization structured (size, ownership, leadership)?
The organization is a sole proprietorship run by Ed himself. He partners with independent consultants when needed for specific expertise and includes access to proprietary data analytics tools.
How long have you been in business?
Ed has operated his LLC for approximately 10 years, initially part-time alongside executive roles. He is now transitioning to consulting full-time. Please visit his business website for more information including testimonials and to read letters of recommendation.
What separates you from others offering similar services in the healthcare provider market?
Ed differentiates himself by offering executive-level insight and lessons learned, (from his lived experience in executive and provider roles with Nemours, UHS, HCA, Newport Healthcare, BlueSprig, and ProMedica) high responsiveness, one-on-one advisory, affordability, and intimate knowledge of healthcare operations. He often provides direct templates, hands-on guidance, and flexible cost options. He can be onsite with the leadership teams to ensure full transparency and truly seeing care delivered in action.
Can you give an example of a recent client success story that highlights this differentiation?
A recent engagement with a private equity firm involved guiding them through due diligence (buyer-side) and helping them successfully acquire a PHP/IOP company ($100M). He has also helped an entrepreneur grow and scale to new locations after startup support over a period of two years. Please visit his business website and LinkedIn profile for testimonials and letters of recommendation.
What is your business development process (inbound vs. outbound, consultative vs. transactional)?
Ed’s business development is largely outbound and consultative, relying on intentional outreach, targeted one-pagers for various client types, and leveraging his existing healthcare network and website. Ed is actively seeking new partnerships to support his business growth and help others provide behavioral health and autism specific value for their clients and communities.
Who is responsible for business development and initial client relationships? (Name, title, brief background if possible)
Ed Speedling is solely responsible. He has held CEO, COO, RVP, SVP, and VP roles, giving him fluency across multi-site, multi-state healthcare operations. His extensive executive experiences span startups to multi-state provider systems. P&L management has spanned $35M (free standing psychiatric hospital) to multi-state, multi-hospital divisions exceeding $450M in annual revenue.
Can you provide two recent references (within the past 12 months) from healthcare provider clients?
Yes. References include a CEO Ed worked with twice, and a managing partner from the private equity group he recently engaged with. Letters of recommendation are also available on his website and featured section of his LinkedIn profile.
What would a good referral from me look like in terms of need, size, and timing?
Ideal referrals are smaller to midsize healthcare organizations or private equity-backed companies that are navigating growth, seeking operational or financial guidance, or preparing for investment. Timing should align with strategic transitions.
What is your capacity for new work right now (small, moderate, large engagements)?
Ed is actively seeking to take on 2–3 new projects and has capacity for moderate-to-large engagements, especially those offering strategic alignment and growth opportunity. He also provides interim executive coverage for companies in transitions, post-acquisition, or needing turnaround/crisis support.
What outcomes or KPIs do you typically track with clients?
Outcomes are customized by project but typically include top-line revenue growth, process improvements (e.g., intake/referral flow), budget/timeline adherence, and overall client satisfaction. He ensures delivery is always on time, on budget, and goal aligned.
How do you handle client dissatisfaction or underperformance?
While he hasn’t encountered dissatisfaction, Ed emphasizes transparency, corrective responsiveness, and real-time communication. He provides frequent progress updates and executive summaries to stay aligned. He is always available for impromptu meetings and calls to ensure clear and continuous direction on projects.
Do you have any conflicts of interest that might affect referrals or partnerships in the provider space?
No conflicts of interest exist. Ed operates independently and is not restricted by NDAs or exclusivity clauses.
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