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Embedded Operator for PE-Backed Healthcare Platforms

Embedded Operator for
PE-Backed Healthcare Platforms

A builder you can deploy across the portfolio when execution is the gap.

Every platform you back hits the same gap between what the thesis requires and what the platform can deliver.

I’ve built the systems that close it, as the operator inside a PE-backed healthcare platform. I size the gap that’s most acute, then build the system that captures it, and your team runs it when I’m gone.

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The Value Lever Diagnostic

Lower-middle-market healthcare PE · platforms roughly $20M to $250M in revenue · sign-to-close through exit

The Gap

Between thesis and execution

The thesis modeled the outcomes, not the infrastructure to deliver them.

No operating visibility

"We can't see what's happening at the platform between board meetings."

No predictable growth

"We're underwriting a growth number the team can't explain."

No repeatable integration

"The last add-on was a scramble, and the thesis needs several more."

The Engagement

Sized first, built second, yours third.

Closing that gap is a bounded unit of work that starts by sizing the prize and ends with the capability in the hands of your team.

Size

The Value Lever Diagnostic: fixed fee, six to eight weeks. I baseline the company and size the highest-leverage lever: the business case, the targets, and what the build is worth. You decide to build with a number in front of you, not a pitch.

Build

I build the system that captures the lever, embedded with the team, on the operating cadence the board reads. Priced against what the diagnostic found, not by the hour.

Transfer

The team operates what we built. I write the documentation, train the owner, and leave. The capability compounds after I am gone, which is what protects the value at exit.

What I Build

The three systems every platform runs on.

How the company is run

KPIs, planning cadence, governance, board reporting, unit economics.

Operating Cadence

How it grows organically

Referral infrastructure, acquisition and retention, new markets and service lines, payer rates and service mix.

Commercial Engine

How it grows by acquisition

Deal criteria, operational diligence, integration management, post-close tracking.

Add-On Strategy & Integration

What you get

Outcomes the work produces

Visibility

Real numbers between board meetings, with explanations, without asking twice.

Predictability

Growth the fund can underwrite, because a system produces the number.

Capability

The platform can execute what the thesis assumed. Gaps close for good.

Defensibility

The value built in the hold is legible to the next buyer.

See the Work

How I Work

Embedded, not advisory

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 build the systems, tools, and processes with your team, so the people who run them are the ones who built 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.

About Me

Martel Campbell

Four years as Chief Transformation Officer of a PE-backed multi-site physician services platform.

16 → 36

Practices

100 → 400+

Providers

$50M → $100M+

Revenue

I designed the investment thesis, then crossed to the operator side and built the infrastructure to deliver it. Investors design the thesis, consultants advise on it, operators run it, and each sees only their piece. I’ve built the whole chain, from thesis to infrastructure to results.

Now I do that work inside other PE-backed healthcare platforms. I embed with the leadership team, build the operating, growth, and integration infrastructure the platform needs, then leave the team running it.

How I built it

Testimonials

From the platforms I built with

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 Healthcare 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

Where is the platform stuck?

Just closed, growth that's running behind the thesis, or an add-on that was a scramble. Tell me what's happening, and I'll tell you if I can help.

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For portfolio company CEOs: start here