Engagement portfolio

Operating engagements, measured by outcomes.

Two decades of private equity value creation, healthcare turnarounds, and interim operating leadership — with real figures from real engagements. Advisory clients are described without names where confidentiality applies.

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Engagement categories

Three arenas of operating impact.

Private equity value creation

Hold-period operating partnership for sponsors and portfolio company leadership — from operational diligence and 100-day planning through execution of the value creation plan.

Healthcare turnarounds

Stabilization and transformation of healthcare services and HealthTech operations — restoring P&L discipline, clinical operating rhythms, and scalable systems.

Interim COO leadership

Fractional and interim chief operating officer mandates for organizations in transition — stepping in with full operating accountability and a clear path to permanent leadership.

Case studies

Representative engagements.

Each profile follows the same arc: the situation, the operating approach, and the measured outcome — drawn from Brandon Oliver's operating record across publicly traded healthcare platforms, Medicaid value-based care, multi-state clinical services organizations, and 6100 Partners advisory engagements.

Private Equity Value Creation

Acquisition integration — national health & wellness platform

Situation: A publicly traded healthcare services platform acquired a national direct-to-consumer nutrition and wellness brand and needed an Integration Management Office to convert the deal thesis into captured value.
Approach: Led the IMO and cross-functional workstreams across the combined organization, aligning integration priorities to revenue synergy targets and operating metrics.
Outcome: Identified $50M in revenue synergies and built the governance to capture post-deal value across the combined platform.

Private Equity Value Creation

Enterprise divestiture & turnaround — healthcare services platform

Situation: The enterprise needed to divest its Population Health business — 1,700 employees and $100M in contracted spend — while simultaneously restructuring the remaining platform.
Approach: Directed Day One readiness and governance through a 14-month Transition Services Agreement; drove $45–50M in restructuring and turnaround initiatives while enforcing cost discipline.
Outcome: Cut transition costs by $10M while maintaining TSA compliance, captured $25M in turnaround savings, and surfaced an additional $30–40M opportunity.

Healthcare Turnaround

Operating turnaround — Medicaid value-based care

Situation: A multi-state Medicaid field operations company serving roughly 7,500 lives faced negative EBITDA, 27% workforce turnover, and an operating model unprepared for Medicaid reform.
Approach: As COO, restructured markets, redesigned the operating model end to end, standardized KPIs, SOPs, and executive cadence, and enforced disciplined cost controls.
Outcome: Turned negative EBITDA positive within 7 months, delivered 5%+ month-over-month organic revenue growth, cut turnover from 27% to 3–5%, and executed two strategic divestitures in 6 months.

Healthcare Turnaround

Growth & margin expansion — value-based care organization

Situation: A value-based care organization with 17 health plan contracts and 18,000+ longitudinal-care members needed operating leverage across clinical operations, call center, product, and quality.
Approach: As COO with full P&L accountability, led 250+ employees and 200+ clinicians; redesigned workflows, strengthened revenue integrity, and scaled technology-enabled care delivery.
Outcome: Grew revenue 36% from 2020 to 2023, expanded operating infrastructure from $50M to $80M, lifted longitudinal-care margins 10% year over year, and turned the Risk Analytics and In-Home Assessment lines profitable in 2022.

Interim COO Leadership

Interim COO — clinical product division

Situation: Clinical product lines needed seasoned operational leadership and tighter operating leverage during a period of organizational change.
Approach: Stepped in as interim COO alongside the SVP, Innovation Performance mandate — taking direct operational leadership across clinical product lines and service quality.
Outcome: Stabilized operations and improved operating leverage across the product lines while permanent leadership structures were established.

Interim COO Leadership

Fractional operating leadership — 6100 Partners advisory clients

Situation: Growth-stage and value-based care organizations — including a maternal health Series B company and a Medicaid startup backed by a leading healthcare venture fund — needed executive operating capacity without permanent overhead.
Approach: Delivered fractional COO leadership: built playbooks, SOPs, and SLAs for consolidated call center and nursing operations, launched a CCaaS platform, and designed engagement operations and data-enrichment strategy.
Outcome: Reduced average handle time 20% and no-answer rates 10% for the maternal health company; lifted member engagement above 50% for the Medicaid startup; architected a joint venture between two healthcare technology platforms powering a national health plan's 60-day value-based care initiative.

Operating thesis

Platforms fail at the execution layer — not the strategy layer.

The thesis is sound. The infrastructure isn't built to carry it. 6100 Partners closes that gap — coming in at moments of performance inflection, where margin compression, operating complexity, or post-close chaos require someone who has done it before and won't slow down to get up to speed.

Where we operate

PE-backed platforms in the 24–48 month value creation window
Multi-state value-based care, Medicaid, and MA operating environments
In-home care, population health, and risk-bearing care delivery models
Turnaround situations where EBITDA trajectory needs to change fast
Growth-stage platforms that need operating infrastructure to match their equity story and drive margin expansion

How we work — four non-negotiables

Clarity of strategy — the org must know what it is optimizing for, and why
Transparency of metrics — what gets measured runs the business, not slide decks
Leadership accountability — authority and responsibility travel together or not at all
Mission-margin alignment — sustainable care delivery requires both; you don't get to choose one

Proof of execution

18,000+

Patients under longitudinal in-home primary care — full P&L, 3 lines of business, 17 health plan contracts

3 States

Operational restructuring — converted negative EBITDA to positive within 18 months

$250M+

Enterprise vendor spend managed — governance structure built from scratch

20–30K

Annual in-home prospective risk assessments executed across multi-state operations

$45–50M

Turnaround and restructure of a population health business

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