deals

Deals (w/e 1/9/26)

Lee McCabe

13 Jan 2026 — 1 min read

Veritas Capital Buys Majority Stake in Global Healthcare

ExchangeVeritas Capital is acquiring a majority stake in Global Healthcare Exchange (GHX), the healthcare supply-chain software platform used by hospitals and suppliers across the U.S. GHX sits in the unglamorous but essential plumbing of healthcare, where scale and data matter more than buzz. Veritas is betting that deeper penetration and operational discipline can turn a steady infrastructure asset into a more valuable data platform. Link

Windjammer Capital Acquires Specialty Chemicals Manufacturer MFG Chemical

Windjammer Capital acquired MFG Chemical, a specialty chemicals producer serving water treatment and industrial markets, from Platte River Equity. It’s a classic middle-market industrial deal: niche products, sticky customers, and operational levers instead of financial fireworks. The bet is steady cash flow and incremental growth, not multiple expansion theatrics. Link

Grant Avenue Capital Buys PatientCare EMS Solutions

Healthcare-focused Grant Avenue Capital acquired PatientCare EMS Solutions, a provider of emergency and non-emergency medical transportation. The thesis is familiar but durable: fragmented local providers, predictable demand, and room for scale through logistics, technology, and centralized operations. It’s consolidation over creativity—and in healthcare services, that usually works. Link

ATL Partners Launches Specialty Vehicle Equipment Platform

ATL Partners acquired SkyMark Companies and Rampmaster, combining them into a new platform focused on specialty vehicle and aviation equipment. Rather than a one-off buy, this is a foundation move—adjacent assets, shared customers, and aftermarket exposure. It’s the kind of build-from-day-one platform strategy that still makes sense in the middle market. Link

News (w/e 1/9/26)

Eir Partners Closes $1 Billion Fund Focused on Healthcare Technology Miami-based Eir Partners closed its third fund at $1 billion, blowing past its $800 million target in just a few months. The raise reinforces a clear LP preference: specialist healthcare investors with repeatable playbooks still get paid attention, even as

Private equity has quietly entered a new sport: competitive talent hoarding.

Every firm now appears to be stockpiling operators the way children collected Pokémon cards. Operating Partners, Senior Advisors, Venture Partners, EIRs—hand out a title, add them to a slide, declare victory. LPs love the imagery. It signals “capability.” It looks sophisticated. It gives the impression of a tightly coordinated

AI isn’t coming for middle management. It’s already rearranging the job description.

The layer of people whose primary function is aggregating information, writing summaries, building decks, and “managing up” is about to feel the shift first. Not because AI is more insightful than they are, but because it’s cheaper, faster, and doesn’t need three pre-meetings to prepare for the meeting.

Buying a modern tech stack without fixing the data is like rebranding a restaurant with a rat problem.

Everyone gets very excited about the new look. The menu is redesigned. There’s a “digital transformation” slide. Someone says “single source of truth” with a straight face. Meanwhile the basics are still feral. Jobs don’t reconcile to invoices. Inbound calls get treated like folklore. The same customer exists