Adam Feldman stands out as a prominent figure in the fast-evolving world of healthcare private equity. As co-founder and Managing Partner of Varsity Health Partners (VHP), Feldman continues to lead with a vision. That integrates operational excellence, rich sector knowledge, and a strong focus on patient-centric care. Whereas Part 1 of this series examined Feldman’s early career and VHP’s founding principles. Part 2 examines how he is intentionally building the firm’s current and future through deliberate decisions, collaborative leadership, and abiding purpose.
Growing with Purpose
Consequently, VHP adopts a very disciplined growth approach. Instead of pursuing trends or quick roll-ups, the company chooses to pick. And choose healthcare services platforms that are long-term in value and have clinical integrity. For instance, when considering a potential investment,. Feldman’s team looks beyond finance to gauge cultural fit, quality of care, and operational preparedness.
Furthermore, such a strategic alignment focus has made VHP the partner of choice for founder-owned firms. Yet, since VHP focuses its investment approach on empowerment rather than on disruption, such founders appreciate in Feldman a partner who values their heritage.
Transitioning from Growth to Maturity
Therefore, VHP gives not only capital, but also advice on key operational areas such as compliance, human resources, technology, and marketing. By doing so, the firm enables its portfolio firms to scale economically while continuing to uphold their standards of high-quality care.
For example, a more recent VHP investment in a multi-site behavioral health platform highlighted the role of infrastructure development. In the beginning, the company struggled to standardize processes across sites. With Feldman at the helm, VHP implemented shared services and clinical governance frameworks, ultimately resulting in enhanced consistency and patient outcomes. So, instead of mandating top-down, VHP enabled an upgrade in operational maturity through collaboration.
Empowering Clinicians and Staff
No less critical is Feldman’s unflinching commitment to frontline healthcare providers. In contrast to companies that regard cost-cutting as the greatest driver of value creation, VHP treats the delivery of healthcare with an abiding reverence for the clinicians at the center of its operations.
As a result, VHP portfolio companies have much lower turnover rates and higher patient satisfaction scores. This is not an accident.
Balancing Innovation and Practicality
In addition, as the healthcare industry becomes increasingly entwined with technology, Feldman has been pragmatic in his assessment of innovation. On the other end, he warns against excess automation that could deskill the care experience.
Thus, VHP selectively invests in technology that complements—not supplants—the human aspects of healthcare. For instance, by incorporating digital solutions that simplify scheduling or enhance care coordination, the company enables clinicians to spend more time on patients and less on paperwork.
Interestingly, Feldman also fosters experimentation across VHP’s portfolio companies.
Value-Based Care: A Strategic North Star
Also, Feldman is a strong advocate for the move towards value-based care. While fee-for-service is still common in most specialties, Feldman envisions value-based models as the way of the future, both for better outcomes and controlling costs. As such, VHP is an active advocate for efforts that align financial incentives with clinical success.
Consider, for example, VHP’s investment in a primary care network for underserved communities. Instead of maximizing volume, the network oriented itself around preventive care and chronic disease management. Correspondingly, Feldman considers this evidence that responsible investing can result in systemic improvement.
Building for the Long Term
Furthermore, what sets Feldman apart from much of his generation is his long-term vision. While private equity in general tends to evoke visions of rapid flips and short-term profits, Feldman does business differently. He wishes to create businesses that will continue to perform well long after VHP’s involvement, businesses with lasting cultures, strong infrastructure, and a solid clinical foundation.
To that end, Feldman is extremely focused on leadership development. Through mentorship initiatives, succession planning, and collaborative learning across the portfolio, he sees to it that company leaders are not merely prepared for today but future-ready.
A Thought Leader in the Industry
Similarly, Feldman is also a healthcare private equity thought leader. Through speaking, industry panels, and advisory appointments, he offers his insight regarding ethical investing, health care access, and the changing role of private capital in clinics. Consequently, VHP is becoming more widely known not only for returns but for responsibility as well.
In addition, Feldman has been instrumental in fostering transparency throughout the firm’s partnerships. When communicating with limited partners or collaborating with provider organizations, honesty and transparency are characteristics of his style. This openness engenders trust, a critical component in traversing complex health care ecosystems.
Conclusion: Leading with Precision and Heart
All things being equal, Adam Feldman’s leadership at Varsity Health Partners is a breath of fresh air in private equity’s often transactional attitude. By combining strategic acumen, operating intensity, and an authentic devotion to clinical excellence, Feldman has fashioned VHP not just an investment company, it’s a partner for change in healthcare.
In short, while the numbers speak for themselves, it is Feldman’s commitment to values that most defines him. As the industry continues to evolve, his vision for sustainable growth and long-standing partnerships provides a blueprint for what healthcare private equity can and ought to be.
