Allied health businesses — physiotherapy, psychology, occupational therapy, speech pathology, podiatry, and related practices — are among the most nuanced businesses to value in Australia. The goodwill is real, but it is fragile. Buyers know this, and they price it accordingly.
Current multiples for allied health businesses in Australia
Allied health practices currently trade at 3.5× to 6.0× EBITDA for multi-site or multi-practitioner groups. Single-practitioner practices are typically valued on a different basis — often a percentage of annual billings (typically 50–80%) rather than an earnings multiple, because the earnings are so closely tied to the owner's personal output.
| Practice type | Valuation basis | Typical range |
|---|---|---|
| Single-practitioner (owner is the practice) | % of annual billings | 50–80% of billings |
| Small group (2–4 practitioners, mixed employed/contractor) | EBITDA multiple | 2.5–3.5× |
| Established group (5+ practitioners, employed model) | EBITDA multiple | 3.5–5.0× |
| Multi-site group with management layer | EBITDA multiple | 5.0–6.5× |
Why goodwill is the central issue
In most businesses, goodwill represents the value of the customer relationships, brand, and systems that exist independently of the owner. In allied health, goodwill is often personal — patients come because of the practitioner, not the practice. When the practitioner leaves, the patients may follow.
Buyers price this risk directly into the multiple. A practice where patients are loyal to the brand, the location, and the team — rather than to a single practitioner — commands a significantly higher multiple than one where the owner is the primary clinical relationship.
What drives value up in allied health
- Employed practitioners, not contractors. Contractor-only models create uncertainty — contractors can leave, take patients, and set up competing practices. Employed practitioners are more stable and more transferable.
- Documented referral networks. GP referral relationships that are documented, tracked, and maintained by the practice (not just by the owner) are transferable. Undocumented referral relationships that exist only in the owner's head are not.
- Strong recall systems. Practices with high recall rates — patients who return for ongoing treatment — have more predictable revenue than practices dependent on new patient acquisition.
- Clean Medicare and NDIS billing. Compliance history matters. Buyers will conduct a detailed review of billing practices, and any irregularities will either kill the deal or result in a significant price reduction.
- Multiple locations. Multi-site practices are less dependent on any single location or practitioner, which reduces risk and supports a higher multiple.
The NDIS factor
Practices with significant NDIS revenue need to be assessed carefully. NDIS revenue is real and growing, but it carries specific risks: participant plan reviews, NDIS price guide changes, and registration requirements. Buyers will want to understand the NDIS revenue as a percentage of total billings, the participant mix, and the practice's registration status.
A practice that is heavily dependent on NDIS revenue — say, more than 60% of billings — will be valued more conservatively than one with a diversified payer mix, because the regulatory risk is concentrated.
Transition arrangements
The transition period after settlement is critical in allied health. Most buyers will require the selling practitioner to remain in the practice for a period of six to twelve months — sometimes longer — to facilitate patient and referrer introductions. The structure of this arrangement (employment, consulting agreement, or earnout) significantly affects the net proceeds to the seller and needs to be negotiated carefully.
