Physiotherapy and rehabilitation
Physiotherapy, occupational therapy, massage therapy, kinesiology, and chiropractic — including multidisciplinary practices operating several of these under one roof.
Keep the practice.
Lose the paperwork.
What changes, and what doesn't
Stays exactly as it is
- The practice name, the sign, the logo, the website
- Every clinician on staff, on their existing terms
- Every administrative and reception team member
- The clinical decisions, which belong to the treating practitioner and to no one else
- The patient relationships and how they are cared for
- The scheduling software and the way the day is run, unless the team asks to change it
- The practitioner's clinical role for as long as they want to keep it
- The practice's involvement in the community it has served
If you are reading this list looking for the catch, the catch is that the administrative work is genuinely tedious and we are genuinely willing to do it.
Changes
- Who handles payroll, bookkeeping, and remittances
- Who chases insurance receivables
- Who negotiates supply and equipment pricing
- Who recruits and interviews
- Who renews the lease and the insurance
- Who answers the phone after hours
Two ways this usually starts
Owners tend to reach us at one of two very different points. The arrangement is the same either way. What you want from it isn't.
Still building
You're not going anywhere
You have fifteen or twenty good years ahead of you and no intention of slowing down. Succession isn't your problem. Your problem is that you did payroll on Sunday, you haven't managed to hire an associate in fourteen months, and the part of the week you actually trained for keeps getting squeezed by the part you didn't. We take the business off your desk. You carry on treating patients exactly as you were, with more room to do it and someone else carrying the operational load.
Thinking ahead
You're starting to think about stepping back
You've built something the neighbourhood relies on and there's no obvious person to hand it to. Your associates can't raise the financing. Your children have their own careers. The usual outcome for a practice in that position is that it quietly closes, and thirty years of trust in a neighbourhood disappears in about six weeks. We're the version where that doesn't happen. The name stays on the door, the team stays employed, and you step back at whatever pace suits you — over five years or over five days.
Quietly, for thirty years
Halbern is a family business. Practices across British Columbia have been coming into its care since well before anyone was calling this a sector, and until now there was never a website, a logo, or a name on anyone's reception desk. That was deliberate.
30+
years acquiring practices in BC
18
practices taken on
3
disciplines — dental, physiotherapy, endoscopy
0
renamed
Practices we partner with
We work with established, owner-operated health practices in British Columbia and the Lower Mainland — physiotherapy and rehabilitation first, and increasingly the allied disciplines that sit alongside them. The common thread is not the discipline. It is a practice that has been well run for a long time by someone who is thinking about what comes next.
Dental practices
General and specialty dental practices, structured so that clinical ownership and clinical authority remain entirely with the licensed dentist, and the administrative work comes to us.
Allied health
Audiology, podiatry, denturism, and other regulated allied disciplines where an established practice has built something worth continuing.
Every one of these conversations starts confidentially.
Most owners we speak with are two or three years away from doing anything, and several decide not to do anything at all. Both are fine. Nothing is shared with your staff, your patients, or anyone else, and there is no obligation attached to a first conversation.