ABOUT ARTERIAL
Built by an operator who’s done this before.
Arterial buys and operates pure-play healthcare logistics businesses across the United States. I’m backed by a partner with capital already committed for the acquisition and for the growth that follows it, and I’ve spent my career running the kind of businesses I’m looking to buy.
WHY HEALTHCARE LOGISTICS
Healthcare logistics is a different business than general logistics.
General logistics is crowded and commoditized, and price usually wins. Healthcare is different: the work can’t slip, and the relationships with hospitals, labs, and pharmacies get built over years of showing up on time. That combination is why I only look at companies built entirely around healthcare, and why I think they deserve a buyer who understands what makes them valuable rather than one applying a general logistics multiple. I’m based outside Chicago, but the search is national. Good healthcare logistics businesses aren’t concentrated in one market, and I’d rather get on a plane than limit myself to a map.
LEADERSHIP
Who’s behind Arterial.
BC
Brad Comm, Founder
I came up on the operating side of logistics. I’ve run a 2,200-driver fleet. I’ve led commercial partnerships with Siemens and American Express. I’ve managed maintenance-and-repair operations in aviation and intermodal logistics, which is a large part of why equipment and instrument repair sits on my list alongside courier work. Most recently I was an executive at SDS Rx, where I led the internal sale process alongside the company’s private equity sponsor and investment banker through its acquisition by DHL. I hold an MBA from the University of Chicago and I’m based in the greater Chicago area.
M&A EXPERIENCE
I’ve been on both sides of this table.
I’ve spent nearly twenty years buying companies, integrating them, and running them afterward. I’ve bought fifteen businesses, every one of them from the founder who built it. I’ve also sat inside a company being sold, so I know what a diligence request list feels like when it lands on your desk at nine at night.
I’ve worked every seat in a transaction: sourcing and building relationships with owners, running diligence, structuring and financing deals, negotiating terms, and then owning the integration afterward, the part where most acquisitions get decided.
Integration is the part I care most about, because it’s where the promises made at the table either hold up or don’t. I’ve combined operations, merged systems, kept customers through ownership changes, and dealt with the reality that the people who built a business are watching closely to see whether the new owner meant what they said. I’ve seen it go well and I’ve seen it go badly, and the difference is almost never the financial model.
PROCESS FLUENCY
You won’t be educating me.
Most owners sell a company once. By the time you’re in diligence, you’re learning a new vocabulary under time pressure while still running the business, and that’s exactly when deals go sideways.
I know what a quality of earnings review will do to your add-backs, and which ones tend to survive it. I know how a working capital peg gets set and how to set one fairly rather than as a hidden price reduction. I know why deals slip between letter of intent and close, what customer concentration does to a valuation, and how to structure around an owner who is central to the business rather than treating it as a problem to be discounted.
Practically, that means two things for you. I’m unlikely to discover something late and come back to renegotiate, because I know what to ask for up front. And when something in the process doesn’t make sense, you can ask me and get a straight answer rather than being handed to an advisor.
PARTNERS & ADVISORS
Who else is behind Arterial.
Victor Saad, Advisor
Victor works with owners on what their role looks like after a sale, and he works with teams on getting through the transition. In practice that means succession planning, sorting out who steps into which responsibilities once the founder’s role changes, and keeping a business steady while ownership moves. He’s the person I bring in when an owner has decided to sell but hasn’t yet decided what they want the next two years to look like.
HOW THIS WORKS
What working with me actually looks like.
01 — A conversation first
I start by getting to know your business and what you want out of the next few years. For some owners that’s a full exit and for others it’s a slower transition, and both are fine with me.
02 — Mutual fit
If it makes sense on both sides, we get into the details of how the business runs, what your team looks like, and what you’d want your role to be after close.
03 — An offer built around your terms
Deal structure, timeline, and your role afterward are all part of the conversation rather than an afterthought. I’d rather build the offer around what you need than hand you a template.
04 — A transition that respects what you built
I’ve done this from both sides of the table, and the goal is continuity: your team and your customers keep things running the way they should while the business grows.
05 — This stays between us
Most owners start looking long before they’re ready to tell anyone, including their own team. I’ll follow your lead entirely on timing and discretion, and nothing moves faster than you want it to.
06 — Talk to people I’ve bought from
Most of what I’ve told you here is hard to verify from a website. So at the point where this gets serious, I’ll connect you with owners I’ve bought businesses from and executives I’ve worked with, and you can ask them whatever you want without me in the room.
THE CAPITAL BEHIND THIS
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 sell to me, the plan isn’t to fold your company into something anonymous. It’s to keep running the business well, with the team that built it, for years after the deal closes. Growth after the deal means growing what you built rather than absorbing it into a portfolio.
Let’s talk about your business.
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.
Reach Out