Basil Kostaras, MBA, CHFP
My background is in ambulatory surgery center transactions and operations — not advisory theory. Over the past decade, I've worked inside the exact structures physicians are trying to evaluate: management partnerships, physician syndications, joint ventures with health systems, physician buy-ins, and the M&A processes behind buying into or selling a surgery center.
Most of that experience comes from leading corporate development for one of the largest ASC management companies in the country, where I structured joint ventures between management companies, health systems, and physician founders, and led the sourcing, negotiation, and closing of dozens of acquisitions, divestitures, de novo developments, and re-syndications. Before that, I ran regional ASC operations, managed center-level P&Ls, recapitalized existing debt and renegotiated debt covenants, and built revenue cycle functions from the ground up.
That combination is the point of this service. I've sat on the side of the table that builds these deals. I know what a management fee structure is actually pricing, what a fair buy-in valuation looks like, what buyers look for in surgery centers, and where physicians typically lose leverage in a negotiation — because I've been the one structuring those terms. Now I use that same experience to work for the physician side instead.