≡

What I Build

What You Get

How I Work

Who I Work With

About Me

Growth Infrastructure for PE-Backed Healthcare Platforms

You're being asked to build the plane
while flying it.

Hit your growth targets. Professionalize operations. Build the commercial systems. Integrate acquisitions.
All while running the business with a team that's already at capacity.

I've built it before at PE-backed healthcare platforms, under the same pressure.

Now I embed with leadership teams to build it with you.

Start a Conversation

The Gap

The Pose-Close Reality

You try to build it yourself. The timeline doesn't let you.

"Our last board meeting felt more like a deposition than a discussion."

Pipeline is opaque. KPIs are unreliable. Integration is ad hoc. The sponsor is losing patience. You know what needs to happen, but you don't have the bandwidth to architect it and execute it while keeping the lights on.

"We're 90 days post-close and the board is asking where growth is coming from."

The thesis was clear. The synergies were modeled. But the growth plan assumed capabilities your platform doesn't have yet, and you're the one who has to build them while running the business.

"Every win still depends on someone's heroics. Nothing is repeatable."

You're closing deals, launching sites, onboarding practices, but nothing is repeatable. Your best people are stretched thin and there's no system underneath the effort.

These aren't strategy problems. They're infrastructure problems.
The gap between what your thesis assumed and what your platform can actually execute.

What I Build

The Infrastructure to Close the Gap

Each solves a specific growth problem. Together, they turn your growth plan from a slide into a system.

Operating System

The Foundation

When board meetings feel like depositions and you don't have the numbers to change that

KPI architecture from the board level down to each department, with defined owners and performance thresholds

Monthly, quarterly, and annual planning cadence with meeting templates, decision rights, and documented outputs

Accountability maps for each leader: metrics and expectations, documented and agreed

Board reporting that tells a credible, forward-looking story

Growth System

The Engine

When the board asks where next quarter's growth is coming from and no one has a confident answer

Market scorecard that tells you where to invest, where to hold, and where to walk away

Pipeline with source tracking, a development process, and conversion metrics your team can manage

Revenue capture from existing volume: payer rate benchmarking, renegotiation roadmap, and patient reactivation programs

Commercial team design: roles, targets, playbooks, and an operating cadence they run

Integration System

The Playbook

When the next add-on is approaching and the last one was a scramble you can't afford to repeat

Integration playbooks by deal type with checklists, ownership maps, and timelines

Communication playbooks for every stakeholder group, designed before close

Revenue cycle transition tracking so billing doesn't break on day one

30/60/90-day milestone accountability with a post-close integration dashboard

What you get

Results Your Board Can See

The proof points that back up your story

Visibility

Real numbers you can report with confidence

Control

The board sees a team executing with discipline

Predictability

You know where growth is coming from next quarter

Credibility

No thesis resets in year 2 means you don't get fired

How I Work

Embedded, Not Advisory

I don't produce recommendations for you to implement. I build systems that your team can operate.

Inside, not alongside

I operate inside your rhythm. In your meetings, your cadence, your team. The work happens in context, not in a parallel workstream competing for attention.

Build, not advise

I don't hand you a strategy deck and wish you luck. I architect the systems, configure the tools, create the processes, then train your team to run them.

Yours, not mine

When the build is done, the systems are yours. Your team runs them. I move on. The capability compounds after I'm gone.

You stay in the pilot's seat. I build the cockpit.

You stay in the pilot's seat.
I build the cockpit.

Who I Work With

Executives and Investors

Portfolio Company CEOs

Who know what needs to happen but don't have the bandwidth to architect it from scratch

PE Sponsors & Operating Partners

Who understand growth infrastructure de-risks the thesis they've already committed to

About Me

Martel Campbell

I designed the investment thesis that created a PE-backed multi-site physician services platform, then crossed to the operator side and spent four years building the infrastructure to make it work: operating systems, growth engine, integration capability.

The combination of designing what needed to be true, then building the infrastructure to make it true — with my name on the outcomes — is what shaped how I work now. Often this work gets split across investors, consultants, and operators who each see part of the problem. I've built the whole chain from thesis to infrastructure to results.

By the time I stepped back, the platform had expanded into multiple new markets, scaled its provider base significantly, and driven substantial revenue growth. The systems worked. More importantly, they were running without me.

Since then, I've done the same work for other PE-backed healthcare platforms. The platform is different, the work is the same. Build the infrastructure the thesis assumed would exist. Make sure it runs when I'm gone.

"The gap between a good thesis and good results is infrastructure."

Testimonials

What CEOs and Investors Say

As growth accelerated, the board pushed for more rigor in how priorities were set and execution was managed. Before this work began, commercial efforts were fragmented, strategy was inconsistent, pipeline visibility was limited, and decision-making was reactive. Martel led a full reset, rebuilding the growth infrastructure from the ground up. The result was materially stronger sponsor confidence and a leadership team operating with far greater clarity, focus, and control.
PE-backed CEO
Multi-site Physician Platform
As a first-time CEO of a PE-backed company, I was navigating rapid growth, a transformative acquisition, and a pivotal board meeting at the same time. I knew what I wanted to achieve but needed a partner who could bring structure and clarity to a fast-moving situation. Martel was invaluable in those early days, translating strategic ambition into a concrete plan and framing our strategy in a way that resonated with both the board and the team. The work gave me leverage to lead while ensuring investors saw clear strategic direction and operating discipline.
PE-backed CEO
Multi-site Physician Platform
Many firms underestimate how difficult it is to deliver on value creation plans once day-one priorities hit, especially in mid-market healthcare platforms. Leadership teams are often stretched thin, pipeline visibility lags, and execution becomes fragmented as a result. What differentiates this work is the focus on building operating discipline through clear priorities, ownership, and sequencing without adding noise or burdening the CEO. Martel helps translate ambitions into forward momentum at moments when leadership capacity is constrained. He addresses a real infrastructure gap that investors often see but rarely have a clean, scalable solution for.
Healthcare Investor
Lower-Middle Market
In board and leadership discussions, Martel was particularly effective at bringing clarity to complex growth decisions. He had a strong instinct for framing tradeoffs and grounding discussions in the right analysis so choices could be made with confidence. Whether addressing platform growth strategy or forward-looking business transformation opportunities, he consistently showed up fully prepared, with the context framed and the work done. His ability to combine strategic rigor with pragmatism elevated both the quality of discussion and the resulting outcomes.
Healthcare Investor
Lower-Middle Market
During a period of rapid change, Martel led several of the organization's most complex cross-functional initiatives. He moved fluidly across business development, finance, clinical, and operations, turning ambiguity into structured execution. His process-oriented approach brought clarity to chaotic workflows, and he consistently guided teams toward decisions that served the business rather than the loudest voice in the room. That combination of intellectual rigor and calm leadership made him a trusted partner across the organization.
PE-backed CEO
Multi-site Physician Platform
As growth accelerated, the board pushed for more rigor in how priorities were set and execution was managed. Before this work began, commercial efforts were fragmented, strategy was inconsistent, pipeline visibility was limited, and decision-making was reactive. Martel led a full reset, rebuilding the growth infrastructure from the ground up. The result was materially stronger sponsor confidence and a leadership team operating with far greater clarity, focus, and control.
PE-backed CEO
Multi-site Physician Platform
As a first-time CEO of a PE-backed company, I was navigating rapid growth, a transformative acquisition, and a pivotal board meeting at the same time. I knew what I wanted to achieve but needed a partner who could bring structure and clarity to a fast-moving situation. Martel was invaluable in those early days, translating strategic ambition into a concrete plan and framing our strategy in a way that resonated with both the board and the team. The work gave me leverage to lead while ensuring investors saw clear strategic direction and operating discipline.
PE-backed CEO
Multi-site Physician Platform
Many firms underestimate how difficult it is to deliver on value creation plans once day-one priorities hit, especially in mid-market healthcare platforms. Leadership teams are often stretched thin, pipeline visibility lags, and execution becomes fragmented as a result. What differentiates this work is the focus on building operating discipline through clear priorities, ownership, and sequencing without adding noise or burdening the CEO. Martel helps translate ambitions into forward momentum at moments when leadership capacity is constrained. He addresses a real infrastructure gap that investors often see but rarely have a clean, scalable solution for.
Healthcare Investor
Lower-Middle Market
In board and leadership discussions, Martel was particularly effective at bringing clarity to complex growth decisions. He had a strong instinct for framing tradeoffs and grounding discussions in the right analysis so choices could be made with confidence. Whether addressing platform growth strategy or forward-looking business transformation opportunities, he consistently showed up fully prepared, with the context framed and the work done. His ability to combine strategic rigor with pragmatism elevated both the quality of discussion and the resulting outcomes.
Healthcare Investor
Lower-Middle Market
During a period of rapid change, Martel led several of the organization's most complex cross-functional initiatives. He moved fluidly across business development, finance, clinical, and operations, turning ambiguity into structured execution. His process-oriented approach brought clarity to chaotic workflows, and he consistently guided teams toward decisions that served the business rather than the loudest voice in the room. That combination of intellectual rigor and calm leadership made him a trusted partner across the organization.
PE-backed CEO
Multi-site Physician Platform
As growth accelerated, the board pushed for more rigor in how priorities were set and execution was managed. Before this work began, commercial efforts were fragmented, strategy was inconsistent, pipeline visibility was limited, and decision-making was reactive. Martel led a full reset, rebuilding the growth infrastructure from the ground up. The result was materially stronger sponsor confidence and a leadership team operating with far greater clarity, focus, and control.
PE-backed CEO
Multi-site Physician Platform
As a first-time CEO of a PE-backed company, I was navigating rapid growth, a transformative acquisition, and a pivotal board meeting at the same time. I knew what I wanted to achieve but needed a partner who could bring structure and clarity to a fast-moving situation. Martel was invaluable in those early days, translating strategic ambition into a concrete plan and framing our strategy in a way that resonated with both the board and the team. The work gave me leverage to lead while ensuring investors saw clear strategic direction and operating discipline.
PE-backed CEO
Multi-site Physician Platform
Many firms underestimate how difficult it is to deliver on value creation plans once day-one priorities hit, especially in mid-market healthcare platforms. Leadership teams are often stretched thin, pipeline visibility lags, and execution becomes fragmented as a result. What differentiates this work is the focus on building operating discipline through clear priorities, ownership, and sequencing without adding noise or burdening the CEO. Martel helps translate ambitions into forward momentum at moments when leadership capacity is constrained. He addresses a real infrastructure gap that investors often see but rarely have a clean, scalable solution for.
Healthcare Investor
Lower-Middle Market
In board and leadership discussions, Martel was particularly effective at bringing clarity to complex growth decisions. He had a strong instinct for framing tradeoffs and grounding discussions in the right analysis so choices could be made with confidence. Whether addressing platform growth strategy or forward-looking business transformation opportunities, he consistently showed up fully prepared, with the context framed and the work done. His ability to combine strategic rigor with pragmatism elevated both the quality of discussion and the resulting outcomes.
Healthcare Investor
Lower-Middle Market
During a period of rapid change, Martel led several of the organization's most complex cross-functional initiatives. He moved fluidly across business development, finance, clinical, and operations, turning ambiguity into structured execution. His process-oriented approach brought clarity to chaotic workflows, and he consistently guided teams toward decisions that served the business rather than the loudest voice in the room. That combination of intellectual rigor and calm leadership made him a trusted partner across the organization.
PE-backed CEO
Multi-site Physician Platform
As growth accelerated, the board pushed for more rigor in how priorities were set and execution was managed. Before this work began, commercial efforts were fragmented, strategy was inconsistent, pipeline visibility was limited, and decision-making was reactive. Martel led a full reset, rebuilding the growth infrastructure from the ground up. The result was materially stronger sponsor confidence and a leadership team operating with far greater clarity, focus, and control.
PE-backed CEO
Multi-site Physician Platform
As a first-time CEO of a PE-backed company, I was navigating rapid growth, a transformative acquisition, and a pivotal board meeting at the same time. I knew what I wanted to achieve but needed a partner who could bring structure and clarity to a fast-moving situation. Martel was invaluable in those early days, translating strategic ambition into a concrete plan and framing our strategy in a way that resonated with both the board and the team. The work gave me leverage to lead while ensuring investors saw clear strategic direction and operating discipline.
PE-backed CEO
Multi-site Physician Platform
Many firms underestimate how difficult it is to deliver on value creation plans once day-one priorities hit, especially in mid-market healthcare platforms. Leadership teams are often stretched thin, pipeline visibility lags, and execution becomes fragmented as a result. What differentiates this work is the focus on building operating discipline through clear priorities, ownership, and sequencing without adding noise or burdening the CEO. Martel helps translate ambitions into forward momentum at moments when leadership capacity is constrained. He addresses a real infrastructure gap that investors often see but rarely have a clean, scalable solution for.
Healthcare Investor
Lower-Middle Market
In board and leadership discussions, Martel was particularly effective at bringing clarity to complex growth decisions. He had a strong instinct for framing tradeoffs and grounding discussions in the right analysis so choices could be made with confidence. Whether addressing platform growth strategy or forward-looking business transformation opportunities, he consistently showed up fully prepared, with the context framed and the work done. His ability to combine strategic rigor with pragmatism elevated both the quality of discussion and the resulting outcomes.
Healthcare Investor
Lower-Middle Market
During a period of rapid change, Martel led several of the organization's most complex cross-functional initiatives. He moved fluidly across business development, finance, clinical, and operations, turning ambiguity into structured execution. His process-oriented approach brought clarity to chaotic workflows, and he consistently guided teams toward decisions that served the business rather than the loudest voice in the room. That combination of intellectual rigor and calm leadership made him a trusted partner across the organization.
PE-backed CEO
Multi-site Physician Platform

"Martel brought structure and clarity to a fast-moving, fragmented situation. Invaluable." — PE-backed CEO, Multi-site Physician Platform

"As a first-time PE-backed CEO navigating rapid growth, I needed someone who could bring structure and clarity. Martel was invaluable." - PE-backed CEO

"Many firms underestimate how difficult it is to deliver on value creation post-close. Teams get stretched thin and execution fragments." — Healthcare Investor, Lower-Middle Market

"Martel was particularly effective at bringing clarity to complex growth decisions. He has a unique ability to translate strategy into actionable execution." - Healthcare Investor

"Martel led several of our most complex cross-functional initiatives. He moved fluidly across business development, finance, and clinical operations." — PE-backed CEO, Multi-site Physician Platform

Need a Martel?

Tell me where you're stuck. I'll tell you if I can help.

Start a Conversation

You're being asked to build the planewhile flying it.

You're being asked to build the planewhile flying it.

The Pose-Close Reality

The Pose-Close Reality

The Infrastructure to Close the Gap

The Infrastructure to Close the Gap

The Foundation

The Engine

The Playbook

Results Your Board Can See

Results Your Board Can See

Embedded, Not Advisory

Embedded, Not Advisory

Inside, not alongside

Build, not advise

Yours, not mine

Executives and Investors

Executives and Investors

Martel Campbell

Martel Campbell

What CEOs and Investors Say

What CEOs and Investors Say

Need a Martel?

You're being asked to build the plane
while flying it.

You're being asked to build the plane
while flying it.