HEALTHCARE LOGISTICS ACQUISITION
I buy healthcare logistics companies from the people who built them.
Arterial buys and operates the businesses that keep healthcare moving: the courier runs, the equipment repairs, and the specimen pickups that hospitals, labs, and pharmacies depend on every day. I’m looking for one company across the United States, and I intend to run it, not flip it.
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MEET BRAD
The person behind Arterial.
Brad Comm, Founder
I’ve spent nearly twenty years in logistics, transportation, and distribution: buying companies, integrating them, and running them afterward. I’ve bought fifteen businesses, every one of them from the founder who built it. Most recently I was an executive at SDS Rx, where I led the internal sale process alongside our private equity sponsor and investment banker through the company’s acquisition by DHL. So I’ve been where you are, and I know what the next several months look like from your side. If you’ve never sold a company before, I wrote out what the process actually looks like from start to finish, including where deals stall and what you can fix in advance.
15 FOUNDER DEALS
Confidentiality keeps me from naming them, but I can tell you what they were: last mile delivery, maintenance and repair operations, freight brokerage, terminal operations, and distribution. Not one was a corporate carve-out or a fund selling a portfolio company. Every single one was a founder deciding what happened next to something they’d spent years building.
There’s a person on the other side who cares what happens to their dispatchers and their customers, who has to figure out what they do on Monday, and who is going to be asked whether they made the right call by people who trusted them. I’ve sat across from that person fifteen times.
A last mile business and an instrument repair shop look nothing alike on paper, but I’ve owned and run both, and I know where the value actually sits in each: the density of a route network in one, the technician bench and turnaround time in the other. I’m unlikely to misprice what you’ve built by looking at it through a general logistics lens.
ACQUISITION CRITERIA
What I’m looking for.
Earnings
$1M to $7M of EBITDA.
The Work
Medical courier and delivery, equipment and instrument repair, reverse logistics and recovery, or lab logistics.
Pure-Play Healthcare
Businesses built entirely around healthcare customers, not general logistics companies with a healthcare account or two.
Anywhere In The US
I’ll come to you.
If you’re close to this but not quite in it, reach out anyway. The list is a guide, not a filter.
WHAT I WORK ON
The four corners of healthcare logistics I’m looking at.
I’ve worked hands-on in medical courier operations and in maintenance and repair. Across all four areas below I’m looking for the same things: a business built entirely around healthcare, reliable recurring work, and an owner who cares what happens to it next.
WHAT HAPPENS AFTER YOU SELL
In every acquisition I’ve done, the seller had something they wanted out of the next chapter: retirement, a slower pace, capital to do something else, or the chance to keep building without carrying all of it alone. My job during the negotiation is to understand what that is and structure the deal around it rather than assume it.
My preference is that you keep a vested interest in how the business does from here, in whatever form fits your life: a continuing role, an advisory seat, equity in what comes next. Not because I need you tied down, but because you know things about this company that don’t transfer in a diligence file, and because the businesses that do best after a sale tend to be the ones where the person who built them still has a reason to care how it turns out.
That’s a preference, not a condition. Beyond whatever we specifically agree to in the deal itself, you’re under no obligation to stay. Some owners want a clean handoff, and that’s a legitimate answer. I’d rather hear it early and build the transition around it than talk someone into a role they don’t want and watch it come apart six months later.
Your role after close gets decided at the letter of intent rather than at the end. Here’s where that sits in the process.
Real capital, ready to close.
Arterial is backed by a single long-term partner with capital committed for the acquisition and for the growth that follows it. When I make an offer, the money is already there. I’m happy to walk you through exactly who they are and how the structure works on our first call. It’s not a secret, it’s just not something I put on a website.
If you’ve built a business in healthcare logistics and you’re starting to think about what comes next, I’d like to hear from you. A first conversation carries no obligation and no timeline.
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