A revolution in collaboration models is fundamentally changing the business of healthcare. In an effort to lower costs and expand access—and maybe to avoid antitrust laws—partnerships between seemingly unlikely and even unrelated organizations are becoming the norm. Is it also true in the public health world, where issues with costs and access can prevent care delivery to those who may need it most?
In this Q&A, meet Hector Torres: a former investment banker, an M&A lawyer, and a healthcare consultant. Learn how Hector’s robust background helps him provide multifaceted solutions for clients.
This article discusses best practices for building and maintaining affiliation agreements between health systems and universities as the healthcare market continues to evolve and both parties seek to maximize the strategic advantages of their partnership.
On April 2, Veritas Capital, a leading private equity investment firm, and General Electric (GE), announced that an affiliate of Veritas entered into an agreement with GE to acquire the assets comprising GE Healthcare’s value-based care division for $1.05 billion in cash.
By now you’ve read about every possible innovation Amazon might bring to the table through its partnership with JPMorgan Chase and Berkshire Hathaway to create a health system for its employees. That leaves us with a lingering question—what do JPMorgan Chase and Berkshire Hathaway have to contribute to healthcare?
Over the past decade, Walmart’s intermittent healthcare ventures have generated explosive headlines followed by underwhelming results.
The Amazon, Berkshire Hathaway, and JPMorgan Chase partnership to form a new company focused on healthcare services has left the industry piecing together what innovations the new group might introduce.
Disruption is evident throughout society these days, and the healthcare industry has not been spared. Look no further than the recent CVS deal to acquire Aetna or UnitedHealth’s Optum acquisition of 300 medical clinics from DaVita.
Page 1 of 7