We work with leaders who are building something valuable.
Not every healthcare company is the right fit for Legacy DNA. We work with a specific kind of leader at a specific kind of moment — when growth is real, the stakes are rising, and the standard fixes aren't producing the enterprise value the business deserves.
Book a Strategic Fit Call →
Do others recognize the value of what you have built?
You're running a complex healthcare business with real customers, recurring revenue, and measurable impact. The fundamentals are strong. But at some point, a board meeting, a diligence conversation, a growth plateau that won't resolve, the story you've been telling stops working the way it used to.
A new one has to take hold to get you to the next phase of growth.
Book a Strategic Fit Call →The moment that matters
Growth that can't be explained can't be scaled. Growth that can't be scaled can't be sold.
- Board meetings that feel harder than the numbers should warrant
- Sales cycles that stretch without a clear reason
- Investors who are interested but not moving with conviction
- Buyers who see the revenue but not the full value of what's been built
- A growth story that got the business here but isn't holding up the way it should
Who this is for
Strong fit
- PE-backed, VC-backed, or founder-led healthcare or healthtech companies
- $10M+ in revenue with an exit or capital event on a 12 to 36 month horizon
- Growth exists but isn't compounding, isn't predictable, or isn't translating into enterprise value
- Board pressure is increasing and the standard fixes aren't resolving it
Not a fit
- Early-stage companies still validating product-market fit
- Teams looking for marketing execution without strategic alignment
Common questions
The most common cause isn't weak performance, it's weak translation. Buyers form a valuation opinion before they ever see a financial model. If the commercial story is fragmented, founder-dependent, or doesn't match what the data supports, value gets discounted even when the business is genuinely strong. The gap between what's been built and what buyers can understand is where most enterprise value is lost.
The signals are usually visible before they're named. Board meetings that feel harder than the numbers warrant. Sales cycles that stretch without a clear reason. Investor conversations that stall at interest but don't convert to conviction. A sense that the story is working but not landing the way it should. Any one of these can indicate a translation gap, the kind that compounds quietly until a diligence process makes it expensive.
The Enterprise Value Creation System (EVCS) is a proprietary six-stage framework developed by Dr. Roxie Mooney from 20 years of work inside real healthcare companies. It maps where alignment is breaking between what a business is producing and what it's actually worth, and prescribes the specific work required to close that gap at each stage. It's the operating model for every Legacy DNA engagement.
Ideally 18 to 36 months before a planned exit or capital event. The earlier the gaps are identified, the more options leadership has to address them. Companies that wait until the exit process is underway lose the most leverage, both because time is compressed and because buyers have already formed their first impression. The most valuable work happens before the pressure is visible.
Depending on the diagnostic finding, Legacy DNA builds commercial systems: a clear narrative that travels beyond the founder, a coordinated sales and marketing motion that creates predictable pipeline, a buyer-ready proof set that answers the questions diligence will ask, or a valuation-aligned growth roadmap the board can hold. The output isn't a strategy document, it's a working system designed to be used inside the business.
Strategy consultants produce recommendations. Fractional CMOs run marketing functions. Legacy DNA does neither. We build the commercial infrastructure required for enterprise value and operate inside the business to make it real. Every engagement is senior-led by Dr. Roxie Mooney, not delegated to a team you've never met. And the work is scoped to produce measurable movement in enterprise value, not deliverables that describe it.
Are you concerned about being judged through a valuation lens?
As CMO in a PE-backed or exit-stage healthcare company, you're not just running marketing. You're expected to prove that what you're building matters, in the language of enterprise value, not campaign metrics.
Most growth leaders are doing real work. The gap is between the growth and what boards, investors, and buyers are able to see, trust, and reward.
Book a Strategic Fit Call →The pressure growth leaders carry
If you own pipeline, ROI, and growth performance, you probably already feel it.
- Expected to show ROI that connects to valuation, not just pipeline
- Marketing, sales, and product each performing well but telling slightly different stories
- Executive confidence in the commercial story lags behind what the data actually supports
- Buyers form a view of the business before diligence even starts, and that view doesn't always match what's been built
- Agencies optimize channels while the strategic narrative stays fragmented
Who this is for
Strong fit
- CMOs or heads of growth in PE-backed or exit-stage healthcare and healthtech companies
- Growth leaders who need to connect marketing performance to board-level valuation conversations
- Teams where sales, marketing, and product are each doing good work but aren't fully aligned
Not a fit
- Companies looking for campaign management or marketing execution only
- Situations where CEO alignment on the need for commercial system work isn’t established
Common questions
Enterprise value is driven by growth quality, not growth volume. That means connecting what marketing produces, pipeline, brand equity, customer proof, to the specific metrics buyers and boards use to evaluate the business: revenue repeatability, growth defensibility, and commercial transferability. Legacy DNA builds the framework that makes those connections explicit and auditable, so marketing performance translates into valuation language rather than staying in campaign metrics.
Boards and investors evaluate risk, not just performance. When the commercial story is fragmented, when sales, marketing, and leadership each describe the business differently, or when proof isn't structured to support the narrative, it creates uncertainty. Uncertainty gets priced in as risk. The discount isn't on the marketing performance itself; it's on whether that performance is durable, repeatable, and translatable to the next operator.
Commercial alignment means that sales, marketing, product, and executive leadership are all operating from the same story, backed by the same proof, aimed at the same commercial outcome. In practice, it means one consistent positioning that doesn't change depending on who's in the room, proof that's packaged for the audience that matters most, and a GTM motion where each function reinforces rather than compensates for the others.
Internal teams are typically constrained by reporting structures, existing processes, and the perspectives of the people running them. They're also accountable to activity metrics rather than enterprise value outcomes. Legacy DNA brings an external view of how buyers actually evaluate the business, a framework for diagnosing where the commercial system is breaking, and the senior experience to do work that holds up in diligence, not just on a dashboard.
Legacy DNA doesn't replace internal teams. We work alongside them, diagnosing where the commercial system is breaking, building the strategic framework, and enabling the internal team to execute against it. The relationship is structured to strengthen internal capability, not create dependency. Most engagements improve the clarity and confidence of the existing team rather than adding parallel workstreams.
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Valuation risk isn't obvious until it's too late.
Across healthcare and healthtech portfolios, the pattern is consistent: strong revenue, credible market position, real operational performance, and then a diligence process or board conversation where the story doesn't land the way it should.
The commercial system was never built to translate what the company is doing into what a buyer can verify, trust, and pay for. Commercialization clarity is a powerful lever you can use to build enterprise value and grow your portfolio.
Book a Strategic Fit Call →What we see across portfolios
Commercialization inconsistency is the most common source of avoidable valuation risk.
- Differentiation exists, but isn't consistently or clearly articulated
- Proof is scattered across teams and functions, not packaged for buyer review
- Growth is real but isn't predictable, repeatable, or easy to defend
- Leadership teams describe the business differently in every important conversation
- Value-creation playbooks work in theory but expose gaps when scrutinized post-transaction
Who this is for
Strong fit
- Operating partners managing healthcare or healthtech portfolio companies
- Assets in growth, transformation, or pre-exit phase
- Portfolios where commercial clarity, narrative consistency, or growth repeatability is a known gap
Not a fit
- Early-stage assets still finding product-market fit
- Situations where CEO alignment on the need for commercial system work isn't established
Common questions
The most consistent pattern is a gap between what the business is producing and what buyers can clearly understand and verify. Revenue may be strong, but the narrative is fragmented, the proof isn't packaged for diligence, or growth depends too heavily on individuals rather than systems. These gaps don't surface in operational reviews, they surface in deal rooms, when the leverage to fix them is already gone.
The right time is before exit pressure is visible. Ideally 18 to 36 months before a planned transaction, early enough that the diagnostic findings can be acted on, proof can be built, and the commercial story can mature before buyers form their first impression. Companies that engage earlier have significantly more options and significantly more leverage than those that start the work in the 90 days before a process.
The Enterprise Value Creation System is structured to be repeatable across different companies and market contexts. Each engagement begins with a diagnostic that maps the specific company against the six EVCS stages, so the work is always tailored to the actual gap, not a one-size-fits-all playbook. The framework creates consistency at the methodology level while allowing flexibility at the execution level.
Management consulting typically produces analysis and recommendations. Legacy DNA builds commercial systems and operates inside the business to make them real. We work directly with leadership, not through junior staff, and every engagement is scoped to produce measurable movement in enterprise value, not a deliverable that describes what movement would look like. The distinction matters most in high-stakes situations where accountability to outcomes is non-negotiable.
The most documented example is BioPlus Specialty Pharmacy, where Legacy DNA supported 13 consecutive quarters of growth, revenue growth from $750M to $2B, a 202% increase in gross profit, and two premium exits from Nautic Partners to Elevance Health. More broadly, Dr. Roxie Mooney has contributed to four successful healthcare exits across different sectors and market contexts.
WHAT LEGACY DNA DOES
We diagnose the gap, then build what closes it.
Every engagement starts with a complimentary 45-minute Strategic Fit Call. From there, the work runs in two steps: a focused Diagnostic of where growth is breaking, then a 90-day Sprint that closes the gap. We offer five 90-day Sprints – the Diagnostic will help us choose the one that best fits your needs.
Learn more about what we do →
Diagnose
Enterprise Value Gap Diagnostic
A focused 3-week, senior-led diagnosis of where growth is breaking and why it hasn’t translated into enterprise value.
Close the Gap
90-Day Sprint
One of five senior-led Sprints, scoped directly from the Diagnostic, to close the gap in front of you.