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'Neighbourhood health will only work as a joint endeavour between the NHS and local authorities, alongside wider partners. We expect this to be a truly collaborative effort between all partners, combining the NHS’s responsibility for our health services with local authorities’ responsibility for adult and children’s social care services and public health. This will foster a true partnership for the benefit of all citizens to ensure we achieve the left shift from hospital to community, and sickness to prevention.'Source: <a href="https://www.gov.uk/government/publications/neighbourhood-health-framework/neighbourhood-health-framework" data-mce-href="https://www.gov.uk/government/publications/neighbourhood-health-framework/neighbourhood-health-framework">https://www.gov.uk/government/publications/neighbourhood-health-framework/neighbourhood-health-framework</a>The framework creates a neighbourhood health service that organises most NHS and local care around local geographic communities, with clear national goals but strong local flexibility.Overall purpose and model Aim is to deliver more accessible, integrated, preventative care closer to home, reduce pressure on hospitals and cut duplication. Services are organised around neighbourhoods, not institutions, with care coordinated around the person rather than the organisation. National goals and metrics There are five national minimum goals: better health outcomes, improved access to general practice, better planned care experience, improved urgent and emergency care, and higher patient and staff satisfaction. Each goal has associated objectives and metrics to 2029, with local systems required to add neighbourhood‑specific aims and outcomes via neighbourhood health plans. Local leadership and responsibilities Integrated care boards (ICBs) and local authorities must jointly design neighbourhood health models, working through health and wellbeing boards (HWBs). HWBs are expected to align neighbourhood health with JSNAs, the Local Outcomes Framework and adult social care priorities such as helping people stay at home and reducing care‑home admissions. New structures and delivery models The framework introduces neighbourhood health centres and integrated neighbourhood teams that bring together primary care, community services, mental health, social care and VCSE partners. Over the next three years all ICBs must implement a “minimum set of interventions” to improve routine care, strengthen proactive care for people with complex needs, and provide better alternatives to hospital care. Primary care, data and implementation GP practices remain central but are expected to work in multidisciplinary neighbourhood teams, with more proactive population health management and easier access to specialist advice (e.g. single points of access, virtual pathways). The framework standardises expectations for data sharing between neighbourhood services and hospitals so patients experience joined‑up care and are not left to coordinate it themselves. Implementation runs in two stages: immediate foundational changes in 2026/27, followed by deeper reform and locally tailored neighbourhood health plans from 2027 to 2029, supported by a National Neighbourhood Health Implementation Programme.Here are 20 concise, policy‑relevant takeaways from the Neighbourhood Health Framework.The framework’s core aim is to create a neighbourhood health service that delivers integrated, preventative, community‑based care for defined local populations across England. It is a joint endeavour between NHS integrated care boards (ICBs), local authorities, and wider partners (including VCSEs), explicitly designed to achieve the “left shift” from hospital to community and from sickness to prevention.Neighbourhood health centres (NHCs) are positioned as the main local access point for most health needs, bringing together GP, community, local authority and civil society services, with government committing to build or upgrade 250 centres nationally.The framework sets five national goals for the NHS: improving health outcomes, access to general practice, experience of planned care, urgent and emergency care performance, and patient and staff satisfaction, with quantified metrics to 2029.Goal 1 focuses on high‑priority cohorts (frailty, care home residents, housebound, end‑of‑life, key long‑term conditions, and children and young people), targeting around 10% improvements in clinical outcomes and reductions in non‑elective activity by March 2029.Goal 2 requires that 90% of clinically urgent patients are seen the same day in general practice by March 2027, with new data collections to set trajectories for routine access and satisfaction.Goal 3 uses single points of access and multidisciplinary models to divert at least 25% of outpatient referrals in at least 10 high‑volume specialties by March 2027, while shifting follow‑up activity into neighbourhoods and cutting follow‑ups by at least 10%.Goal 4 ties neighbourhood models explicitly to UEC performance, seeking flat or reduced non‑elective admissions for priority cohorts, improved 4‑hour A&amp;E performance to 82% by March 2027 and 85% longer term, and fewer low‑acuity ambulance conveyances.Goal 5 introduces new neighbourhood‑level patient‑reported experience/outcome measures and staff experience metrics from 2026/27, with trajectories for improvement and an expectation that 95% of people with complex needs have an agreed care plan by 2027.Health and wellbeing boards (HWBs) are central to neighbourhood governance, jointly leading with ICBs on neighbourhood health plans, setting local outcome measures across the life course, and aligning with JSNAs and adult social care priorities.Local goals must dovetail with wider public service reform programmes (Best Start in Life, Family Hubs, SEND reform, Young Futures Hubs, Families First, Pride in Place, Get Britain Working, Pathways to Work and homelessness/housing reforms) to address wider determinants of health.The framework requires HWBs, ICBs and local authorities to link neighbourhood health to specific adult social care outcomes, including enabling people to live at home, reducing care home admissions, and improving satisfaction for service users and carers.Delivery is structured around three reform agendas: improving routine care for everyone, improving proactive care for people with complex needs, and delivering robust alternatives to hospital‑based care at neighbourhood level.General practice is described as the bedrock of neighbourhood health, with commitments to GP access recovery, enhanced digital access, improved diagnostics, reduced bureaucracy via the “Red Tape Challenge”, and stronger primary–secondary care interfaces.The framework promotes significant expansion of community pharmacy roles (e.g. Pharmacy First, contraception, blood pressure, smoking cessation, prescribing‑based services), leveraging the 2026 independent prescribing qualification for newly‑qualified pharmacists.Integrated neighbourhood teams (INTs) are the main vehicle for proactive, multi‑professional, person‑centred care, locally defined but expected to focus initially on frailty/end‑of‑life, multiple long‑term conditions and children and young people.National contracts and funding flows will be adjusted so ICBs can commission INTs at the right scale, aligning physical and mental health care, and integrating with social care and VCSE provision where appropriate.Implementation in 2026/27 centres on establishing foundational “minimum interventions” everywhere, with local neighbourhood health plans for 2027/28 and support from a National Neighbourhood Health Implementation Programme.A common outcomes and metrics framework, plus early financial incentives and archetype governance models, are intended to bring consistency while preserving local flexibility in delivery models.The framework is explicitly iterative: it will be regularly updated based on learning from local systems, with an expectation that neighbourhood health becomes a primary route to regaining public confidence in the NHS through visibly improved access and continuity of care.To discuss how Nelson Advisors can help your HealthTech, MedTech, Health AI or Digital Health company, please email <a href="mailto:lloyd@nelsonadvisors.co.uk" data-mce-href="mailto:lloyd@nelsonadvisors.co.uk">lloyd@nelsonadvisors.co.uk</a>

20 Key Points from NHS Neighbourhood Health Framework

European HealthTech this week is defined by EU‑level regulatory moves (MDR/IVDR, AI Act/AI in healthcare guidance, HTA), plus a pivot in funding towards validation‑stage digital health and AI rather than early‑stage experiments.EU regulation and policy The Commission’s 2026 “Health Package” is moving forward with revisions to MDR/IVDR to ease bottlenecks: more predictable conformity assessments, a codified Helsinki procedure for borderline products, and risk‑based rather than fixed certificate validity. EU‑level work continues on integrating AI Act obligations with MDR/IVDR so high‑risk medical AI can use a single sectoral conformity route instead of duplicated certification. The AI Act is now in force and DG SANTE has updated its AI‑in‑healthcare page, reiterating requirements around risk management, data quality, transparency and human oversight for high‑risk medical AI systems. EU HTA machinery is live, with joint clinical assessments ramping up and more MedTech expected in the 2026 pipeline, shaping what “HTA‑ready” evidence will look like for digital and AI‑enabled devices. Market and ecosystem signals Commentary this month frames 2026 as a “Great Rationalisation” in European HealthTech/MedTech: the end of cheap capital and regulatory ambiguity, replaced by industrial rigor, enforcement and financial discipline. Analysis of digital health maturity shows wide variance in teleconsultation use and EHR access between member states, with WHO experts stressing that robust EHR infrastructure is a prerequisite for scalable digital health services. Industry fora like health.tech Basel and Masters of Digital 2026 are positioning the ecosystem as moving from pilots to execution, with focus on AI deployment, prevention systems and digital clinical trials. Funding and grants Within the Horizon Europe 2026–27 work programme, a substantial part of a €14bn R&amp;I envelope is earmarked for health and digital technologies, reinforcing medium‑term support for AI, data and platform‑driven health innovation. Global Health EDCTP3 has opened 2026 calls with up to €147m across six topics (TB, LRTIs, HIV, climate‑linked infectious disease), all with clear digital and clinical innovation angles. A new Global Health EDCTP3/Horizon call offers up to €2.25m per project (total €18m) for digital innovation and AI health research in Sub‑Saharan Africa, which will be relevant for EU‑Africa digital health collaborations and data platforms. EIT Health has launched its 2026 Innovation Validation Call, co‑funding up to 50% of late‑stage digital/data/AI health projects (max €850k) to accelerate clinical validation, regulatory approval and market launch. In parallel, national and private schemes like Switzerland’s Future of Health Grant 2026 continue to target telemedicine, analytics, preventive care and digital therapeutics.To discuss how Nelson Advisors can help your HealthTech, MedTech, Health AI or Digital Health company, please email <a href="mailto:lloyd@nelsonadvisors.co.uk">lloyd@nelsonadvisors.co.uk</a>&gt;&gt;&gt;&gt;European MedTech this week is being driven by the EU “Health Package” around MDR/IVDR, a Brussels high‑level conference on devices, and a tightening, consolidation‑oriented market narrative.EU regulatory and policy moves The Commission’s 2026 Health Package advances an MDR/IVDR “reset” with more predictable conformity assessments, a codified Helsinki procedure for borderline products, and risk‑based certificate validity instead of a fixed 5‑year term. EU HTA machinery is now live, and more MedTech is expected to enter joint clinical assessments in 2026, which raises the evidentiary bar for pan‑EU market access dossiers. Work continues on aligning AI Act “high‑risk” obligations with MDR/IVDR so that high‑risk medical AI can follow a single sectoral route rather than duplicated certification, with core AI Act obligations expected to apply around August 2026. Devices, innovation and procurement agenda On 16 March 2026, the Commission is hosting a high‑level conference in Brussels on “Medical Devices: Innovation and Patient Safety,” covering conformity assessment predictability, expert panels’ role in clinical evidence, and guidance for breakthrough technologies. New EU proposals are set to overhaul procurement rules for MedTech and diagnostics, with potential shifts in pricing, value‑based award criteria and access conditions for both incumbents and innovators. MedTech Europe has also highlighted recent developments in EU–US trade measures and participation in the HERA Industrial Cooperation Forum, underlining industrial‑policy and supply‑security angles for the sector. Funding, capital and consolidation Global Health EDCTP3 has opened 2026 calls with up to €147m across six topics (TB, LRTIs, HIV/co‑morbidities, climate‑linked infectious disease), explicitly supporting digital/clinical innovation and data‑/AI‑heavy platforms that often bundle devices, diagnostics and software. Within the Horizon Europe 2026–27 work programme, a substantial part of a €14bn R&amp;I envelope is earmarked for health and digital technologies, backing mid‑term innovation in AI‑enabled devices and diagnostics. Analysts describe 2026 as a “Great Rationalisation” for European MedTech/HealthTech, with MDR/IVDR‑driven costs and complexity forcing portfolio pruning and pushing consolidation, often with hardware incumbents acquiring software/data capabilities to build “compliance moats.” Ecosystem and internationalisation European AI‑driven MedTech companies are increasingly designing offerings around US reimbursement and institutional contracting, as showcased at CES 2026, reflecting a push to scale outside Europe while EU reforms work through. Events like MedTech Exchange Europe (Berlin), health.tech 2026 (Basel), and the upcoming MedTech Forum 2026 (Stockholm) are centering on AI‑powered digital transformation, regulatory complexity and cost pressure, and how to operationalise EHDS‑aligned data and SaMD strategies. European Digital HealthTech‑linked meetings (e.g. Athens Digital Health Week, EDHC 2026) are being used as coordination points on EHDS, SaMD/AI adoption and market entry, which directly affects device‑plus‑software and diagnostics business models.To discuss how Nelson Advisors can help your HealthTech, MedTech, Health AI or Digital Health company, please email <a href="mailto:lloyd@nelsonadvisors.co.uk">lloyd@nelsonadvisors.co.uk</a>

This Week in European MedTech and HealthTech: 20th March 2026

Nelson Advisors partners Lloyd Price and Paul Hemings were interviewed by Mergermarket for their 'Big Pharma, Big Tech target genomics players to feed AI models with healthcare data' story. &nbsp;&nbsp; Source: <a href="https://mergermarket.ionanalytics.com/content/1004461385?source=news">https://mergermarket.ionanalytics.com/content/1004461385?source=news</a>Interest in genetics datasets is growing as Big Pharma and Big Tech alike construct data-hungry AI models to power drug development. "Pharma’s key challenge of finding the next blockbuster drug hasn’t changed," Stephen Reese, partner and co‑chair of Clifford Chance's Healthcare and Life Sciences sector group, told Mergermarket. &nbsp; "The field of genomics is hugely valuable to tackling some of those really big killers, including cancer," hesaid. &nbsp; Big Pharma companies are turning to AI models to drive drug discovery technology that speeds up thepathway of a molecule to clinical trials, Reese said. At the same time, drug developers hope to use other AI models such as digital twins to make clinical development faster and cheaper, he said. &nbsp;&nbsp; For example, GSK sealed a 5‑year USD 50m deal with US player Noetik for access to both data and its training models earlier this year focused on oncology R&amp;D and colorectal cancer, noted Lloyd Price, partner at Nelson Advisors. Meanwhile, AstraZeneca paid USD 12m for the assets of UK-based Achilles Therapeutics in 2024, and theUS company Recursion Pharmaceuticals merged with UK-based Exscientia in a USD 790m deal in 2024. &nbsp;&nbsp; According to Mergermarket data, other major global deals in this space include the USD 1Bn launch of US-based AI player Xaira Therapeutics in 2024 and the pending USD 1.5Bn listing of Singapore‑based NanyangBiologics via the Nasdaq‑listed SPAC RF Acquisition Corp II, announced in October 2025.Source: <a href="https://mergermarket.ionanalytics.com/content/1004461385?source=news">https://mergermarket.ionanalytics.com/content/1004461385?source=news</a>

Mergermarket interviews Nelson Advisors: Big Pharma, Big Tech target genomics players to feed AI models with healthcare data

The European healthcare technology and medical technology sectors have transitioned into a phase of disciplined industrial maturity as of 2026, marking the end of a decade defined by venture-subsidised experimentation and speculative exuberance.&nbsp; This structural transformation, termed the "Great Rationalisation," has fundamentally reconfigured the investment banking landscape, shifting the centre of gravity from large-cap, generalist bulge bracket institutions toward a sophisticated tier of specialist boutique advisors. This evolution is not merely a change in market share but a profound shift in the nature of advisory services, where the value of a healthcare asset is no longer determined by raw revenue growth but by its clinical utility, regulatory resilience and integration into existing healthcare pathways. &nbsp;&nbsp; The traditional hegemony of generalist firms, characterised by their focus on financial engineering and capital markets access, has faced increasing scrutiny as the complexity of healthcare assets has grown. In this environment, a new class of financial advisor has emerged: the "Founder Banker".&nbsp; &nbsp;&nbsp; These individuals, typically former entrepreneurs or clinicians who have built, scaled and exited their own ventures, provide a level of operational empathy and technical fluency that career financiers struggle to replicate.&nbsp; &nbsp;&nbsp; This report provides an analysis of this institutional shift, the macroeconomic forces driving it, the distinct advisory tracks that have emerged and the future outlook for the European HealthTech and MedTech ecosystem.Source: <a href="https://www.healthcare.digital/single-post/european-healthtech-investment-banking-evolution" data-mce-href="https://www.healthcare.digital/single-post/european-healthtech-investment-banking-evolution">https://www.healthcare.digital/single-post/european-healthtech-investment-banking-evolution</a>The Specialist Boutiques and the Founder-Banker Model Specialist boutiques, such as Nelson Advisors, Clipperton and WG Partners, have emerged as the primary engines of liquidity for European innovation. These firms focus on the high-growth mid-market, typically handling transactions between $10 million and $500 million. Their leadership is qualitative rather than quantitative, rooted in deep niche expertise in areas like Healthcare AI, Medical Device Cybersecurity, and digital health.Nelson Advisors &gt; European MedTech and HealthTech Investment Banking &nbsp; Nelson Advisors specialise in Mergers and Acquisitions, Partnerships and Investments for Digital Health, HealthTech, Health IT, Consumer HealthTech, Healthcare Cybersecurity, Healthcare AI companies. <a href="http://www.nelsonadvisors.co.uk" data-mce-href="http://www.nelsonadvisors.co.uk">www.nelsonadvisors.co.uk</a>Nelson Advisors regularly publish Thought Leadership articles covering market insights, trends, analysis &amp; predictions @ <a href="https://www.healthcare.digital" data-mce-href="https://www.healthcare.digital">https://www.healthcare.digital</a>Nelson Advisors publish Europe’s leading HealthTech and MedTech M&amp;A Newsletter every week, subscribe today! <a href="https://lnkd.in/e5hTp_xb">https://lnkd.in/e5hTp_xb</a>Nelson Advisors pride ourselves on our DNA as ‘Founders advising Founders.’ We partner with entrepreneurs, boards and investors to maximise shareholder value and investment returns. <a href="http://www.nelsonadvisors.co.uk">www.nelsonadvisors.co.uk</a>#NelsonAdvisors #HealthTech #DigitalHealth #HealthIT #Cybersecurity #HealthcareAI #ConsumerHealthTech #Mergers #Acquisitions #Partnerships #Growth #Strategy #NHS #UK #Europe #USA #VentureCapital #PrivateEquity #Founders #SeriesA #SeriesB #Founders #SellSide #TechAssets #Fundraising #BuildBuyPartner #GoToMarket #PharmaTech #BioTech #Genomics #MedTech Nelson Advisors LLP &nbsp; Hale House, 76-78 Portland Place, Marylebone, London, W1B 1NT &nbsp;&nbsp; lloyd@nelsonadvisors.co.uk &nbsp; paul@nelsonadvisors.co.uk &nbsp;&nbsp; Meet Nelson Advisors @ 2026 Events &nbsp; Digital Health Rewired &gt; March 2026 &gt; Birmingham, UK&nbsp; &nbsp; NHS ConfedExpo &nbsp;&gt; June 2026 &gt; Manchester, UK&nbsp; HLTH Europe &gt; June 2026, Amsterdam, Netherlands &nbsp;&nbsp; HIMSS AI in Healthcare &gt; July 2026, New York, USA &nbsp; Bits &amp; Pretzels &gt; September 2026, Munich, Germany &nbsp; &nbsp; World Health Summit 2026 &gt; October 2026, Berlin, Germany &nbsp; HealthInvestor Healthcare Summit &gt; October 2026, London, UK HLTH USA 2026 &gt; October 2026, USA Barclays Health Elevate &gt; October 2026, London, UK&nbsp; &nbsp;&nbsp; Web Summit 2026 &gt; November 2026, Lisbon, Portugal &nbsp; MEDICA 2026 &gt; November 2026, Düsseldorf, Germany Venture Capital World Summit &gt; December 2026 Toronto, Canada

The Strategic Evolution of European HealthTech Investment Banking: From Generalist Bulge Bracket to Specialist Advisory

Nelson Advisors partners Lloyd Price and Paul Hemings were interviewed by Mergermarket for their 'AI fuels European medtech M&amp;A despite regulatory uncertainty' story Source:&nbsp;<a href="https://mergermarket.ionanalytics.com/content/1004331406?source=news">https://mergermarket.ionanalytics.com/content/1004331406?source=news</a>Europe’s medtech M&amp;A activity is making a comeback as buyers clamour for artificial intelligence (AI) assets amid regulatory fragmentation and uncertainty.“With AI as the enabler, there’s a feeling companies don’t want to get left behind. You can’t sit on your laurels,” Lloyd Price, partner at the European healthtech M&amp;A advisor Nelson Advisors, told Mergermarket.One crucial consideration is the EU’s recent Medical Device Regulation and In Vitro Diagnostic Regulation, Paul Hemings, also partner at NelsonAdvisors, said. These measures have tightened requirements for clinical evidence, documentation, and post-market surveillance compared to before, often making development more costly and slower, he said.Despite the challenges, European medtech is attractive for M&amp;A as healthcare is seen as more resilient against macroeconomic headwinds compared to other industries, Price said.Sector end customers, which include insurers and public health systems, are generally reliable to work with, and M&amp;A is often the best way to enter the rigid world of procurement of equipment by national healthcare services, Price added.Cardiovascular disease therapies, robotics and AI drive dealmakingOne of the top killers in the world, cardiovascular disease is one of the hottest therapeutic areas for medtech M&amp;A, Price said, adding that wearables and remote monitoring devices are booming with an increasing focus on prevention.Another high-interest area is the use of robotics in pharmacies and remote surgery, Price said.The pipeline of expected deals in this space includes UK remote surgery developer CMR Surgical, which has reportedly engaged advisers to manage a potential sale of the business.The main buyers in Europe’s medtech scene include strategics such as Medtronic, Johnson &amp; Johnson, and Philips, which aim to diversify their core revenue streams, Hemings said. Private equity (PE) firms active in the space include Gilde Healthcare and Apposite Capital, he added.AI-powered startups have also become a big focus for investors, accounting for 65% of total equity funding in 1H25, even though only 40% of global healthcare startups currently deploy AI, according to Hemings.Strategics, including imaging specialists Siemens and Philips, have an appetite for AI to enhance image analysis and clinical workflows, Price said. Other buyers are tempted by the potential of AI to speed up the processing of notes and recordings in a clinical environment, he said.One recent example of the increasing AI focus is the buyout of the UK ophthalmology company Optegra by the French eyewear company EssilorLuxottica in May this year as part of a mission to power its procedures with AI, Hemings said.Meanwhile, PE buyers have previously aimed to merge companies into AI-based platforms or acquire next- generation software-as-a-service (SaaS) platforms, Hemings said.String of pearls approach amid tougher regulationsLarge buyers in medtech are increasingly branching out from big deals with late-stage companies to a series of smaller acquisitions in a “string of pearls” strategy, Hemings said.Examples include the US giant Johnson &amp; Johnson MedTech’s acquisitions of Abiomed (US), Laminar (US), Shockwave Medical (US) and V-Wave (Israel) in 2022, 2023, 2024 and 2024, respectively, according to a report by Nelson Advisors.This trend reflects a desire to avoid the risks of a huge buyout, including the costs of integration, rising staffing costs, uncertainties from fluctuating tariff policies, and regulatory fragmentation between different geographies, Price said.While the EU is attempting to streamline its regulatory and reimbursement processes, this has not yet been achieved and overseas players are thinking twice about operating in Europe, Pashazadeh said.However, these changes also drive M&amp;A demand for targets with expertise and a proven track record in navigating Europe’s regulatory environment, Price said.“At the end of the day, we're not really in the technology business; we're really in the business of behaviour change and trust,” he said.by Jonathan Smith with analytics by Kunal Samnani, Mergermarket<a href="https://info.mergermarket.com">https://info.mergermarket.com</a>

Mergermarket interviews Nelson Advisors

Nelson Advisors Partner Lloyd Price was interviewed by Healthcare Business International regarding hims &amp; hers acquisition of Australian Digital Health platform EucalyptusLloyd Price, partner at M&amp;A advisory firm Nelson Advisors, a consultancy that focuses exclusively on the healthcare technology (healthtech) and medical technology (medtech) sectors, tells HBI the acquisition serves both defensive and offensive purposes.“Strategically, it hedges against rising US regulatory risks surrounding compounded GLP‑1 drugs and DTC (direct-to-consumer) advertising, which have already impacted Hims through investigations and strained partnerships,” Price tells us.The move comes amid scrutiny of Hims &amp; Hers’ compounded GLP-1 offerings, including a withdrawn copy of the compounded version of weight loss pill Wegovy from Danish drugmaker Novo Nordisk, which triggered action from the Food and Drug Administration and a patent lawsuit. Despite strong growth in 2025, where the company recorded a 59% year- over-year growth in revenue to $2.35 billion, shares fell over 7% due to weaker than expected 2026 guidance.Strategic buyers are increasingly using acquisitions to expand into new markets and patient populations, as shown by Hims’ purchase of Eucalyptus, rather than traditional and local market-focused ‘buy and build’ strategies. Buyers now prefer scaled, multi‑condition platforms with strong regulatory, clinical, and data credentials over small point solutions, Price tells us.In the last few months, I have heard the phrase “Venture Capital has seeded and built the digital health market, private equity will now scale and make the market…” says Price.“High‑growth verticals like metabolic health, behavioural health, community care, and women’s health sit at the centre of a lot of PE fund interest in Europe, the US, and Asia.Top acquisition targets will be multi‑market‑ready platforms with clinical and regulatory sophistication, well evidenced and demonstrable financial or operational ROI — not just strong user engagement,” he tells us. However, rather than paying high, upfront cash multiples like before 2021, investors now prefer more structured deals with earn‑outs tied to recurring revenue, margin growth, and increasing regulatory strength, as per Price.“The Hims–Eucalyptus deal exemplifies this range, with a mix of headline and performance‑linked valuation through earn‑outs. As M&amp;A activity rebounds, top‑tier healthtech assets are expected to see modest multiple expansion driven by quality and competition, while weaker assets will stay in discounted, highly structured deal territory,” Price tells HBI.Source: <a href="https://www.healthcarebusinessinternational.com/hims-hers-acquires-australian-digital-health-platform-eucalyptus">https://www.healthcarebusinessinternational.com/hims-hers-acquires-australian-digital-health-platform-eucalyptus﻿</a>

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20 Key Points from NHS Neighbourhood Health Framework

This Week in European MedTech and HealthTech: 20th March ...

Mergermarket interviews Nelson Advisors: Big Pharma, Big ...

The Strategic Evolution of European HealthTech Investment...

Mergermarket interviews Nelson Advisors

Healthcare Business International interviews Nelson Advisors