← Scale-ups Case study · Advisory · Healthcare · Market entry
Structuring a UK clinical partnership for an international entrant.
Taking an operator’s instinct for a transaction and giving it the structure, sequencing and honesty that lets the other side say yes.
A founder-led, CQC-registered private clinic in London was approached by an international health-technology company headquartered in the Gulf that wanted to launch in the UK.
The opportunity had two parts. A corporate agreement under which the clinic would act as the accountable clinical provider — governance, laboratory coordination, patient communications and an operations base, for a monthly facility fee. And a personal appointment for the founder as the entrant’s UK medical director.
The clinic had both arguments in its head and in two decks of bullet points. Neither would have survived a counterparty’s legal and finance teams.
Registration is accountability that the clinic carries, not a licence that transfers.— The regulatory position, reframed as the strength of the deal
What we did
Two proposals. Presented together, contracted separately.
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01
The facility proposal
The regulatory position reframed as the strength of the deal.
- Registration set out as accountability the clinic carries — not a licence that transfers.
- The commercial architecture: mobilisation, monthly fee, pass-through costs, term and review.
- A responsibility matrix across the four parties involved.
- A patient journey with named owners.
- A launch sequence gated on readiness rather than dates.
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02
The leadership proposal
The founder’s UK medical director role, defined on its own terms.
- The mandate, defined.
- Proposed decision rights between the UK role and global leadership.
- Six measures of success, with targets left open for negotiation.
- The founder’s interest in the clinic disclosed, rather than hoping nobody asked.
A pair of counterparty-ready proposals, built to be presented together and contracted separately.
Both were delivered in the two companies’ own visual identities, as web decks and PDFs, inside a day.
01
Web deck
Facility proposal
02
Facility proposal
03
Web deck
Leadership proposal
04
Leadership proposal
The work is what Cantillon’s advisory practice looks like at the level of a single deal: taking an operator’s instinct for a transaction and giving it the structure, sequencing and honesty that lets the other side say yes.
A deal that makes sense to you, but not yet to the other side?
We turn an operator’s instinct into a proposal the counterparty’s legal and finance teams can say yes to. Talk to us before the first meeting, not after.
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