A dedicated set of solutions
Stingray’s model seeks to address the challenges faced by Practice Owners while generating further added-value for all partners.
The Stingray Alliance Model
Optimal care goes hand in hand with well-run practices. This is why we provide our management expertise and resources to support and develop cancer care practices, collaborating with Medical Professionals in a unique partnership model.
The Stingray Alliance Model has been developed to ensure the long-term prosperity of cancer care practices through a dedicated association. We address the challenges faced by Practice Owners while generating further added-value for all partners part of our specialist network.
Secure the future of the practice with a robust partner who has a long-term commitment.
Preserve the practice’s identity and remain independent in all medical and daily decisions.
Benefit from a tailor-made solution for shareholders of all ages, including succession planning.
Have access to the management expertise and resources that a specialist network has to offer.
Hire and retain talented professionals sensitive to the opportunities a wider network has to offer.
Deliver the highest quality of care through pro-active investments in the latest equipment.
Obtain an attractive value for the work of a lifetime.
Realise a significant portion of the entrepreneurial heritage without having to wait until retirement age.
Continue to financially benefit from the development of the practice.
Overview of the situation: (i) owners at different career stages and with varying priorities, (ii) investments required to address capacity constraints and modernise care, and (iii) doctors retiring, with possible successors unable to match value expectations
Overview of the situation: (i) desire to retain entrepreneurial heritage and independence, (ii) a changing competitive landscape, presenting opportunities and threats, and (iii) need for management support for operations of expanding network.
Overview of the situation: (i) requirement to collaborate with regulators and handful of shareholding doctors, (ii) importance placed on reputational risk of buyer mismanaging operations, and (iii) separation of a hospital from nationwide, church-related group.