Graduating and trying to decide whether to associate, open your own office, or buy one? Here's an option worth a serious look.

We're representing an established chiropractic practice in the Roanoke Valley of Virginia. The doctor has served the same community for more than 20 years and built the practice almost entirely on referrals and word of mouth, not advertising. Patients stay, and they keep coming back. The sale includes the patient base, a trained staff, equipment, and the systems that run the office day to day, so a new owner can step in without rebuilding anything. The seller's main priority is finding someone who will take good care of the patients they've treated for years.

Most new practice owners spend their first two to four years covering full overhead while slowly growing a patient list. With this practice, you'd skip that stage and have patients on the schedule your first week.

Roanoke has a regional population of about 315,000. It's also the main medical center for a large rural area covering much of Southwest Virginia and southern West Virginia, which draws patients from well beyond the city.

Buyers typically finance practices like this with an SBA 7(a) loan, and many lenders will work with recent graduates when the practice has documented cash flow. We're happy to connect qualified buyers with lenders who regularly finance healthcare acquisitions.

One thing to plan for: insurance contracts don't transfer with the sale. You'll need to get credentialed with each carrier yourself, which usually takes 90 to 120 days, so make sure your cash plan covers that window.

Leased Real Estate 

Retirement: Retirement and relocation after 30 years of work

Additional Financials:

FF&E: $20,000

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Facilities & Assets: 

The practice operates from leased clinical space built out for clinical use, with treatment bays, reception and waiting area, private consultation room, and administrative office. The current lease carries renewal options in 2027, and the landlord has indicated willingness to assign to a qualified buyer or negotiate a new term.

Approximately $20,000+ in furniture, fixtures, and equipment conveys at no additional cost:

-Zenith Hi-Lo adjusting table with cervical, thoracic, and pelvic drops and lumbar breakaway, with matching stool

-Flexion/distraction table

-Intersegmental traction table

-Rich-Mar electrical muscle stimulation and ultrasound combo

-Impac Vibrocusor fascia tool and Activator adjusting tool

-Reception and office furnishings, Dell desktop, Canon printer/fax with stand, file storage

-Practice phone number, domain and web presence, and patient records (transferred per Virginia custodianship requirements)

Market & Competition:

Roanoke anchors a regional market of roughly 315,000 and serves as the medical hub for a much wider rural catchment across Southwest Virginia and southern West Virginia.

The market supports a number of chiropractic providers, but this practice has held its position through relationship-driven referrals rather than advertising spend — a base a new entrant cannot replicate quickly. Established referral relationships with local providers contribute steady new-patient flow. Patient loyalty is concentrated in continuous relationships, and the practice's community reputation is a defensible asset that does not transfer to a startup opening nearby.

Volume has historically been tied to the owner-practitioner's personal relationships. A successful transition depends on an adequate introduction period, which the seller is prepared to provide.

Growth & Expansion: 

The practice has run at the current owner's pace, leaving clear low-capital growth paths:

-Extended hours. Evening or Saturday capacity serves working patients — the fastest lift, with no added fixed cost.

-Second provider. The facility supports an associate DC beyond single-provider volume.

-Ancillary services. Massage, rehab, supplement retail, dry needling, and wellness memberships are absent.

-Digital presence. Website, local SEO, Google Business profile, and reviews remain unclaimed ground.

-Employer and athletic ties. Corporate wellness and school or club sports affiliations are underdeveloped.

-Payer mix. Reviewing contracts and fee schedules may lift collections per visit.

-Multi-site leverage. A group buyer can centralize billing, scheduling, and marketing immediately.