The interview below is the first in a new series from
McGuireWoods that features interviews with C-suite
leadership of private equity-backed portfolio
companies. To recommend a leader for a future
interview, email Holly Buckley at
Q: How closely are you involved with the business
development/prospecting aspect of your platform?
During the early years of the company, I was extremely
involved. I remain very involved today. We have an internal
deal committee, which I sit on and oversee any board
approvals on transactions. This gives me broader exposure
to the partnerships we seek, the financial components of a
transaction and the cultural fit within our partnerships
with quality-focused physicians.
Q: What do you believe is the most important
personality trait in a business development leader?
A business development leader must be an educator. In our
business, there is a learning curve for those looking to
partner or sell, as they do not do this every day.
Educating them on our model and our differentiation and
doing so with empirical evidence is key. If a prospective
deal is not the right fit, a good educator helps ensure we
find this out up front, rather than moving forward and
discovering it after the deal closes.
Q: How do you ensure the platform's organizational
culture is appropriately conveyed to potential targets?
Our physician partners help supplement the message we
convey. It's one thing to say it; it's another to live it.
The physicians who work with us can attest that we back up
our words with our actions.
Q: What is the toughest lesson you have learned with
respect to business development?
Doing the right thing for the company can sometimes cost
you transactions. Discipline is more difficult when you are
in high-growth mode. This always bears out over time.
Q: Can you share an inspiring business development
One of our passions has been and remains tapping the high
quality of our platform practices and bringing that
expertise to secondary and tertiary markets. In one of our
acquisitions, we were very persistent but questioned our
own strategy several times during a long and uncertain
acquisition process. The practice had to place high faith
in our ability to recruit high-quality providers to care
for an underserved market. We had to believe the time and
effort for a smaller acquisition was worth it in order to
help address the market need.
This story is a great success for us. The practice has
grown to nine times its original size and the newly
recruited doctors are truly top tier. The community is
thrilled to have greater access to high-quality care. Even
our own physician partners did not think we could truly
accomplish what we have for this community.
About Bill Southwick
Bill Southwick has more than 23 years of
experience in healthcare, including
physician practice management, ambulatory
surgery centers, assisted living facilities
and healthcare IT.
Prior to his current position as CEO of
QualDerm, Bill served as CEO of The Rehab
Documentation Company (ReDoc), senior vice
president of operations for United Surgical
Partners, president of United Anesthesia
Partners, CEO of HealthMark Partners,
president of Surgical Health Partners and
chief development officer of Women’s Health
Bill graduated from Rollins College with a
BA in economics and later earned
designations as a chartered financial
consultant and chartered life underwriter.
Bill sits on boards in healthcare IT and
healthcare services as well a non-profit
dedicated to supporting military families.
To contact Bill Southwick, email