Selling an EMR & Health Tech business

This is based on patterns we see across hundreds of real buyer-seller diligence conversations on Rejigg. These are the EMR-specific topics that swing price and timeline: interfaces, security reviews, go-lives, procurement re-bids, and the true cost of implementation and support.

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What's your emr & health tech business worth?

What buyers evaluate, and how to prepare

Can you pass a hospital or state vendor security review without heroics?

Deal-critical

Security

What buyers determine

Buyers are underwriting time-to-close and post-close risk. They want a security story they can send straight to a hospital IT team or security team, and they want to know if this turns into weeks of questionnaires or an expensive remediation project after closing.

How to prepare

Build a forwardable security packet showing where PHI (Protected Health Information) touches your system and how access is controlled.
Document audit logs, incident response, and offboarding when an employee or contractor leaves.
List every vendor or tool that can touch production data, including support tools and contractors.
Summarize prior assessments and the specific fixes you made after any findings.

Great answer

We have a forwardable security packet we send on day one. It includes a PHI data flow diagram, what we store versus pass through, access controls, and how we review audit logs. We’ve completed several hospital-style security reviews in the last 12 months. The recurring question was vendor access, so we tightened it with time-limited production access and a formal offboarding checklist.

Good answer

We can usually get through security reviews, but we don’t have a single packet ready to forward. The answers are spread across a few docs, and we assemble them when asked.

Red flag

Security hasn’t been a big issue so far. We’re HIPAA compliant and can answer questionnaires when they come up.

How Rejigg helps:Rejigg’s secure data room lets you share a forwardable security packet under NDA with tight, folder-level access controls.

Are your interfaces repeatable, or is every new install bespoke engineering?

Deal-critical

Interfaces

What buyers determine

Interfaces are often where EMR-adjacent margins disappear. Buyers are trying to see how much of your integration work is repeatable configuration versus one-off engineering, and what happens when Epic, Cerner, or a lab system changes versions and something breaks.

How to prepare

Create an integration install list with real production environments, data exchanged, and how each connection is supported.
Break a typical integration into configuration and mapping versus custom code.
Document the top failure modes and how you detect issues before a customer reports missing data.
Disclose any reliance on an interface engine vendor or integration partner, and what changes if that relationship ends.

Great answer

Here’s our interface inventory for every production install: source system, downstream systems, data we move, and how we transport it. On a typical deployment, about 80% is configuration and mapping, and about 20% is custom work for edge cases. The most common disruption is an upstream EMR upgrade or a customer changing feed settings. We monitor feeds and alert internally, so we usually catch failures before a clinical team notices gaps.

Good answer

We can list the EMRs and systems we’ve integrated with and walk through our typical approach. We haven’t packaged it into a clean inventory with timelines and maintenance ownership yet.

Red flag

We integrate with Epic and other EMRs. Every client is different, but our engineers figure it out.

How Rejigg helps:Use Rejigg’s data room to publish one integration install list so buyers are not piecing your interoperability story together from demos and old emails.

Do renewals behave like renewals, or like procurement events and re-competes?

Deal-critical

Revenue durability

What buyers determine

A lot of “recurring” healthcare revenue can reset on a calendar even when the customer is happy. Buyers want to see your exposure to re-bids, budget cycles, and policy-driven procurement because that risk changes valuation and often drives earnouts or holdbacks.

How to prepare

Build a 24-month re-bid and re-compete calendar by contracting entity.
Break revenue out by contracting entity versus sites, and show who can cancel or expand.
Summarize your last 10 renewals and losses with the real reason in plain language.
Document why you are hard to rip out, including reporting dependencies, interfaces, and embedded workflows.

Great answer

We track re-bids by policy and keep a 24-month calendar. Our biggest exposures are two state program renewals next year, and we’ve won the last three cycles because we’re tied into required reporting workflows and the interface footprint is expensive to replace. For health systems, the contracting entity cannot drop individual sites without a formal change order. We can also show expansion history inside two systems.

Good answer

We know which customers have formal re-bids and can walk through the big ones coming up. We haven’t packaged it into a calendar with renewal history and clear why-we-won notes.

Red flag

Churn is low and most customers auto-renew, so renewals aren’t really a concern.

How Rejigg helps:Rejigg lets you share one re-bid calendar and renewal narrative from a controlled data room so every buyer gets the same facts.

Are your go-lives creating real production revenue, or temporary noise from signed-but-not-live customers?

Deal-critical

Go-lives

What buyers determine

Buyers care about what is live, what is stuck, and what “live” means in your business. They are underwriting whether growth comes from repeatable deployments and whether billing matches real usage in production.

How to prepare

Define “live” with a measurable standard and apply it consistently.
Create a status view: signed, implementing, testing, live, with average time in each stage.
Show when billing starts and how much revenue is tied to customers not yet live.
Document common blockers and your playbook to unblock them, including security, interface validation, and customer IT queues.

Great answer

We define live as production messages flowing plus a minimum usage threshold for 30 days. Today, we have 42 live sites, 6 in implementation, and 2 delayed due to the customer’s IT queue. Billing starts at go-live for most customers. For the two customers that pay during implementation, it’s a contracted onboarding fee, not subscription revenue.

Good answer

We can tell you how many customers are live versus implementing, and we know the usual blockers. Our billing and status tracking is mostly in spreadsheets and project tools today.

Red flag

They’re customers once they sign. Go-live timelines vary a lot, but revenue is growing.

How Rejigg helps:Rejigg’s deal tracking keeps your live-versus-implementing story consistent across buyers and calls.

What happens after go-live, and what does it cost you to keep customers stable for the next 3 years?

Deal-critical

Delivery economics

What buyers determine

In EMR-adjacent businesses, post-go-live work often becomes the real product. Buyers want to know if gross margin holds up after the first year and whether support is truly support or ongoing custom build work that quietly consumes engineering time.

How to prepare

Report post-live ticket volume by customer and category.
Separate true defects from customer-specific requests and interface-driven work.
Show what customer success resolves without engineering and what still escalates.
List any support commitments that function like dedicated analyst or integration engineer time.

Great answer

We track post-live tickets per customer and split them into defects, interface issues, and customer-specific change requests. Mature customers average 3–5 tickets per month, and customer success resolves about 70% without engineering. Interface work spikes around EMR upgrades. We price upgrade-related monitoring and remediation into a defined support tier so it doesn’t leak margin.

Good answer

We have a support system and can describe the common issues. We haven’t quantified ticket volume and engineering time by customer yet.

Red flag

Support is pretty light. If something breaks, the team jumps in and fixes it.

How Rejigg helps:Rejigg’s data room lets you share support-load reports and customer-level summaries without pulling engineers into weeks of buyer Q&A.

What does your implementation actually include, and what causes scope creep?

Important

Implementation scope

What buyers determine

Buyers want to understand whether implementation is a standard package or an open-ended obligation. Healthcare implementations vary by customer and setting, so variability is normal. Buyers pay attention to whether you have clear boundaries, change orders, and pricing discipline when exceptions show up.

How to prepare

Write your standard implementation steps from kickoff to production.
List common exceptions, including extra interfaces, migration, custom reports, and on-site training.
Quantify how many projects follow the standard path versus exceptions.
Document how you re-scope work and bill for changes.

Great answer

Our standard implementation is a defined checklist. Clinics typically go live in 10–12 weeks, and hospital systems take longer. The main drivers of exceptions are extra interfaces and custom reporting. About 75% of projects follow the standard package. When exceptions come up, we use a written change-order process so scope and margin don’t drift.

Good answer

We have a standard approach, but we handle exceptions case-by-case. We’re working on documenting the steps and change-order rules more cleanly.

Red flag

Implementation is included. We just do what it takes to get them live.

How Rejigg helps:Rejigg lets you share implementation scope and sample statements of work in a controlled way once a buyer is qualified and serious.

If you disappeared for 30 days, what breaks: an EMR upgrade, a PHI incident, a slipping go-live, or a flagship renewal?

Important

Owner dependence

What buyers determine

In health tech, owner dependence usually shows up during high-stakes moments. Buyers look for continuity around outages, upgrades, security incidents, and politically messy renewals, since those moments drive retention, references, and reputation with clinical teams.

How to prepare

List the 3–5 highest-stakes scenarios and assign a named primary owner for each.
Write a playbook for each scenario with escalation steps, communications, and decision rights.
Cross-train a backup on the most fragile interfaces and upgrade procedures.
Document who handles security reviews and contracting, and train a replacement.

Great answer

We mapped the moments that matter: major EMR upgrades, PHI incident response, go-live slippage, and our two flagship renewals. Each has a named primary and a trained backup, plus a written escalation and communications plan. The founder still joins executive calls for top accounts. The team runs day-to-day operations and incident management.

Good answer

The team can run most things without me, but there are a couple of key interfaces and relationships where I still jump in.

Red flag

I’m involved in most major customer issues and renewals. Nobody else really knows the full picture.

How Rejigg helps:Rejigg keeps role docs, escalation playbooks, and key customer materials in one place so the buyer can transition without relying on your personal inbox.

What’s your dependency on a single EMR ecosystem, state program, channel partner, or integration firm?

Important

Concentration

What buyers determine

In EMR and health tech, concentration often means ecosystem dependence. Buyers want to know what happens if an EMR changes integration rules, a referral partner stops sending deals, or a state program loses funding. They also want a realistic view of how long it takes you to win revenue outside your core lane.

How to prepare

Quantify revenue tied to your top EMR ecosystem, partner, and program-based contracts.
Document how referrals actually arrive and what a partner controls versus what you control.
Show proof you can win adjacent segments, including recent wins and time-to-close.
Disclose partner contract terms that could change after closing.

Great answer

About 55% of revenue sits in one EMR ecosystem, and 20% comes through a single integration partner. We track partner-sourced pipeline separately. We also have direct wins in two adjacent segments that run different EMRs, so we have proof we can sell outside the core. New logos outside the ecosystem take longer, and our pipeline data shows that clearly.

Good answer

We’re somewhat concentrated in one ecosystem, but we’ve started expanding into others. The plan is clear even if the numbers are still early.

Red flag

We’re not worried about concentration. The market is big, and we can always diversify.

How Rejigg helps:Rejigg’s offer comparison and direct messaging help you focus on buyers who already understand EMR ecosystem risk and procurement reality.

Do you own what you think you own, or was key workflow content co-built with customer strings attached?

Good to have

IP & rights

What buyers determine

IP and rights issues in health tech tend to surface late and slow down closing. Buyers want to confirm you can sell what you sell, keep selling it after the deal, and expand it across customers without a hidden approval right or exclusivity clause buried in a co-development agreement.

How to prepare

List any customer-funded build work and pull the exact contract language on ownership and reuse.
Flag exclusivity, revenue share, approval rights, or content restrictions early.
Summarize any investor or partner rights that affect a sale.
Create an index so a buyer can find the exact clause quickly.

Great answer

We inventoried all co-development and pulled the specific clauses on ownership and reuse. Two customers funded workflow content, but we retained rights to reuse the underlying templates. Only site-specific configurations are restricted. There is no investor approval right on a sale, and we can point you to the exact language in each agreement.

Good answer

We’ve done some co-build work, but we need to confirm the contract language on reuse and restrictions.

Red flag

We’ve always assumed we own it. Those contracts are pretty standard.

How Rejigg helps:Rejigg’s data room keeps customer contracts and an IP/rights index together so buyers can verify restrictions quickly without stalling diligence.

Straight from buyer evaluations

“Twenty years of customer retention with renewals that basically happen automatically tells me this software is woven into their daily routines. When healthcare providers depend on your system for their compliance reporting, they don't leave. That kind of stickiness is exactly what I wanted to buy.”

Customer LoyaltyBuyer impressed by long-term customer loyalty at a health tech company

“The software sits between the medical records system and the state reporting system, handling data that nobody else wants to deal with. The big software companies avoid this work because the contracts are smaller and the setup is custom. That's actually the advantage.”

Valuable NicheBuyer seeing the value in a specialized health data company

“Nearly all of the revenue is from subscriptions with multi-year government contracts, and there's a per-transaction pricing layer that grows as patient volume grows. I can see revenue increasing without needing a single new customer.”

Growing RevenueBuyer reviewing a health tech company's growing subscription model

“They had their security certifications in place, full HIPAA compliance, and were already passing security reviews from major health systems. That compliance work took years to build and would cost a fortune to do from scratch.”

Compliance ReadyBuyer impressed by security and compliance readiness at a health tech company

“The company is only serving about a third of the states it could cover. The product works, the customer references are strong, and the only thing missing is a sales team. That's exactly the kind of growth opportunity I know how to capitalize on.”

Room to GrowBuyer seeing room to grow a health tech product into new markets

How buyers value this type of business

Where you land in that range depends on how much of your revenue comes from ongoing subscriptions versus one-time setup fees, how strong your compliance and security posture is, and whether the business runs without you personally managing every project.

3x–10x

annual profit

Depending on subscription revenue, compliance, and how much runs without you

What drives a premium

Customers on multi-year subscriptions
Long-term contracts with healthcare organizations or government agencies that renew automatically give buyers confidence the revenue will keep coming.
Working connections to major medical records systems
Live integrations with systems like Epic or Cerner prove your product works in real healthcare environments. Each connection took months to build.
Security certifications and HIPAA compliance already in place
Having your security certifications and compliance documentation done saves buyers years of work they'd otherwise have to do themselves.
Room to grow into new states or health systems
When you're only serving a fraction of the market you could reach and you have happy customers as proof, buyers see a clear path to grow the business.

Common add-backs

Development costs for new features you funded out of regular business incomeYour salary above what you'd pay someone to manage the businessConference travel and industry memberships beyond what the business needs after the saleOne-time costs like moving to new servers or completing security audits

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Healthcare technology companies looking to add data exchange or reporting capabilities to their product suiteRevenue cycle and compliance companies expanding into related areasExperienced operators from healthcare consulting who want to own and grow a proven software productTechnology companies looking to enter the healthcare market with an established product

Common questions about selling an EMR & Health Tech business

What is an EMR or EMR-adjacent health tech company typically worth?

Most EMR and EMR-adjacent businesses are valued off cash flow, but the multiple usually moves on healthcare-specific risk. Buyers look hard at re-bid exposure, interface repeatability, security readiness, and how services-heavy implementation and support really are. If “subscription” revenue depends on ongoing custom work, many buyers price it closer to a services-backed software business. Start with Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then pressure-test it using your re-compete calendar and post-go-live support load.

Do I need a broker to sell my EMR or health tech company?

No. Brokers typically take 5–10% of the sale price for packaging, outreach, and process management that you can run yourself with the right tools. Rejigg gives you buyer access, pre-vetted buyers, digital NDAs, a secure data room, and deal tracking so you can sell directly without paying a commission. Start with the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>, then build your security packet and interface inventory early.

How long does it take to sell an EMR or health tech company?

Some EMR deals close in a few months, but healthcare diligence often stretches the timeline. Security reviews, BAAs (Business Associate Agreements) and contracting redlines, and deep interface questions can add weeks. The fastest processes usually share three items early under NDA: a security overview, an integration install list, and an implementation scope summary. Rejigg supports that flow with digital NDAs and a controlled <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> so you stop repeating the same Q&A with buyer after buyer.

What documents should I have ready before I list a health tech company for sale?

For EMR and PHI-adjacent deals, buyers usually expect more than financial statements. Have a forwardable security packet, an integration install list, a simple go-live status dashboard, and a clear summary of how implementations are scoped and billed. Add your BAA inventory, vendor list, and upcoming re-bids. Rejigg’s data room and QuickBooks import help keep the financial side clean while you organize the healthcare-specific packets. Use the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">seller prep guide</a> as your checklist.

How do buyers evaluate HIPAA risk if my product touches PHI?

Most buyers start with the practical basics: where PHI enters, what you store, how long you retain it, and who can access it during support. They also look at how you perform in the same vendor security reviews your hospital and state customers run. A clear, forwardable security packet can cut weeks off diligence. On Rejigg, you can share these artifacts under digital NDA and control access as trust builds. If financing is part of the conversation, buyers often model payments early using the <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a>.

What is a BAA and why does it matter in an EMR acquisition?

A BAA is the agreement healthcare customers require when a vendor may touch protected health information. In an acquisition, BAAs matter because the buyer inherits your obligations and your subcontractor chain. Surprises like missing BAAs, unclear subcontractor access, or the wrong vendor named in an agreement can cause late-stage delays. Keep an inventory of BAAs, hosting vendors, support tools, and any contractors with production access. Rejigg’s data room makes it easy to share the inventory and signed agreements during <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">diligence</a>.

Can a buyer use SBA financing to buy an EMR or health tech company?

Sometimes. SBA lenders usually want steady cash flow, clean books, and delivery risk they can understand. If revenue depends on a few large health system or state contracts, repeated re-competes, or heavy ongoing services work, lenders may underwrite more conservatively or require more equity. It’s still worth modeling early so you know which buyers can realistically finance the deal. Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> helps you and buyers sanity-check payments and structure before you spend weeks negotiating.

How should I present revenue when one contract covers a whole health system or a state program?

Start with revenue by contracting entity, then show the footprint underneath it. Buyers want to see sites live, sites pending, usage, and who can cancel or expand. One “logo” might represent dozens of facilities. A state program might look like one customer but behave like many grantees and re-bids. A simple contract-to-sites view makes renewals and concentration easier to trust. Rejigg lets you keep that map in the data room and share it consistently with each serious buyer under NDA.

What is a working capital adjustment and does it apply to EMR deals?

A working capital adjustment is a closing true-up for normal day-to-day balances like payables, prepaid expenses, and sometimes deferred revenue. In EMR deals, the debate often centers on billed-but-not-live implementations, prepaid support, and how you treat onboarding fees that are paid upfront. Define what “normal” working capital looks like in your business so you are not surprised at closing. The <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> walks through how to set a reasonable target tied to your actual operations.

How do earnouts usually work in health tech acquisitions?

Earnouts tie part of the purchase price to future performance, often retention, new go-lives, or expansion milestones. In EMR businesses, they can get complicated because outcomes are sometimes driven by hospital IT queues, security reviews, and procurement re-bids. If an earnout comes up, push for metrics you can measure cleanly and influence directly. Also, define “live” and “renewed” in writing so there is less room for arguments later. Rejigg’s offer comparison view helps you line up earnout terms side-by-side and see the real risk.

What transition period do buyers expect after buying an EMR company?

Buyers usually want enough overlap to feel safe through at least one high-stress window. That could be an EMR upgrade cycle, a re-compete, or a high-stakes go-live. A common setup is 3–6 months of structured handoff, then lighter availability. Strong transitions have named owners for interfaces, security, and flagship accounts, plus written escalation paths. Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> helps you map responsibilities so the buyer is not relying on your personal phone number.

What insurance do buyers expect in EMR and clinical workflow software deals?

Most buyers expect coverage that matches healthcare risk and customer contract requirements. That often includes cyber coverage, plus professional liability if your product affects clinical workflow, billing workflow, or reporting that can trigger customer penalties. Requirements vary by customer type and how directly you touch claims or clinical decision-making. Keep policies, limits, and any past incidents organized so diligence stays simple. Rejigg’s data room is designed to share these documents under NDA with clear permissions and an audit trail of who accessed what.

How do I avoid a deal dying in health tech diligence?

Deals usually stall when the buyer cannot match the pitch to operational reality. Common pain points are signed customers stuck pre-go-live, “recurring” revenue that depends on ongoing custom work, or security gaps that slow enterprise reviews. Share your security packet, integration install list, implementation scope, and go-live status early under NDA so the buyer’s IT and security stakeholders can review quickly. Rejigg supports this with buyer vetting, digital NDAs, and a controlled data room. See <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence and closing</a>.

Should I sell when I have big customers mid-implementation and not yet live?

You can, but buyers often discount or structure around the uncertainty if a meaningful portion of billing depends on customers that are signed but not stable in production. Go-live delays can be normal in EMR land, especially when the blocker is hospital security, interface validation, or an internal IT backlog. Bring a clean status view: what is stuck, why it is stuck, and what you typically do to unblock it. Rejigg’s deal tracking and data room help you present that pipeline clearly across buyer calls.

How do taxes usually work when selling a health tech software business?

Taxes depend on the deal structure and what the buyer is purchasing. Software assets, customer contracts, and services revenue can all be treated differently. Buyers often prefer asset purchases to limit risk, while sellers often prefer stock sales for tax reasons. In EMR deals, contract assignment, BAAs, and vendor obligations can also influence what structures are workable. Get your tax advisor involved once terms are real, and confirm the structure matches what your contracts allow. Rejigg’s <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> helps you spot terms that change tax outcomes.

What is a non-compete and is it common in EMR acquisitions?

A non-compete limits the seller from starting or joining a competing business for a period of time. In EMR and health tech, it is common because buyers are purchasing trust with hospitals, integration know-how, and workflow expertise that can be rebuilt if the seller immediately re-enters the same niche. The right scope varies by segment and your future plans. Keep it practical and specific to how you actually compete, including particular EMR ecosystems or program categories when that is the real market.

How do I keep buyer conversations confidential with hospital customers and employees?

Use staged disclosure. Early on, share sanitized materials under NDA. Share contracts, customer names, and system-specific details only after a buyer shows real intent and a credible timeline to close. In healthcare, one leak can trigger procurement noise or distract your implementation team at the worst time. Rejigg helps by pre-vetting buyers, collecting digital NDAs, and letting you control exactly which folders each buyer can see in the data room. For a process map, start with <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers</a> and <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">diligence</a>.

What’s the best way to compare two offers for an EMR company?

Compare offers on the healthcare specifics that tend to bite later. Look at how much is paid at close versus tied to renewals, go-lives, or security milestones. Check whether the buyer’s model reflects re-bid risk and the real cost of post-go-live support and interface maintenance. Also, compare who is taking contract and compliance obligations, plus transition expectations. Rejigg’s deal tracking lets you compare terms side-by-side, including price, earnouts, seller financing, and timelines, so you can choose the offer most likely to close.

What should I put in a CIM (Confidential Information Memorandum) for an EMR or health tech business?

A CIM is a confidential overview you share with serious buyers after an NDA. In EMR deals, strong CIMs lead with the healthcare realities: your interface inventory, your definition of “live” and how many sites are live, security readiness, re-bid exposure, and implementation and support economics. Then they back into financials and growth. Buyers do not mind hard truths when they are clearly explained and supported. Rejigg helps you keep the CIM and supporting packets in one controlled place so every buyer sees the same story.

How do I sell my health tech business?

What is my health tech business worth?

Most health tech companies sell for 3 to 10 times their annual profit. Where you land depends on how much revenue is from ongoing subscriptions, how strong your compliance certifications are, and how much the business runs without you. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell a health tech business?

Do I need a broker to sell my health tech business?

No. Brokers charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging. Health tech founders often prefer talking directly to buyers because the product and market require firsthand explanation. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works.

What do buyers look for in a health tech business?

How do medical records integrations affect the value of my health tech company?

Will my healthcare contracts transfer when I sell?

Most software and services contracts can transfer, but healthcare agreements sometimes have specific requirements about changes in ownership. Review your contracts for any provisions about transferring to a new owner. Customers who've relied on your system for years are unlikely to switch over a change in ownership. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Does HIPAA compliance affect selling my health tech business?

Yes, and it works in your favor if you've done the work. Buyers see your security certifications, HIPAA documentation, and clean audit history as assets that took years to build. Having these organized and ready to share signals that the business is mature and well-run. Companies without compliance documentation face longer timelines and lower offers because buyers have to build all of that after the sale.

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