IPO and Consolidation
In 2006 Medial was a conglomerate of healthcare businesses, including a healthcare plan with 1.5 million members, 11 hospitals, 50 clinics and a diagnostic chain. The role of L.Kaufmann was to take the company public and raise funds to support a consolidation strategy.
Medial was the first company in the healthcare sector in Brazil to go public in September 2006 raising R$ 750 million.
Main achievements from 2006 to 2008:
- Revenues, infra-structure and plan members doubled and net equity grew 15 times.
- Four important acquisitions were made: Amesp, Endomed, E-Nova and Grupo Saúde
- The corporate strategy was redesigned, transforming the company into a conglomerate of synergic healthcare companies including:
- A Hospital BU with 11 units in operation and four under construction
- A Diagnostics BU fully restructured
- An important strategic partnership with Amcare – Johns Hopkins Medicine International was developed to revolutionize diagnostics medicine
- A Dental plan BU was created to enable the offering of a complete healthcare solution
- The company´s management model was redesigned through the implementation of several initiatives: Lean Six-Sigma, zero-base budgeting , business units KPIs and transfer prices.
The company was later acquired by AMIL / United Health.
IPO and Consolidation
In 2006 Medial was a conglomerate of healthcare businesses, including a healthcare plan with 1.5 million members, 11 hospitals, 50 clinics and a diagnostic chain. The role of L.Kaufmann was to take the company public and raise funds to support a consolidation strategy.
Medial was the first company in the healthcare sector in Brazil to go public in September 2006 raising R$ 750 million.
Main achievements from 2006 to 2008:
- Revenues, infra-structure and plan members doubled and net equity grew 15 times.
- Four important acquisitions were made: Amesp, Endomed, E-Nova and Grupo Saúde
- The corporate strategy was redesigned, transforming the company into a conglomerate of synergic healthcare companies including:
- A Hospital BU with 11 units in operation and four under construction
- A Diagnostics BU fully restructured
- An important strategic partnership with Amcare – Johns Hopkins Medicine International was developed to revolutionize diagnostics medicine
- A Dental plan BU was created to enable the offering of a complete healthcare solution
- The company´s management model was redesigned through the implementation of several initiatives: Lean Six-Sigma, zero-base budgeting , business units KPIs and transfer prices.
The company was later acquired by AMIL / United Health.