Most M&A processes are built for volume. A teaser goes to as many companies as remotely fit, then the banker waits to see who bites. That approach makes sense when a company is commoditized, or when the banker doesn’t know the market well enough to be selective. We start narrower. Deep healthcare domain knowledge and an active network let us identify the buyers and strategic partners with the best financial and strategic fit first, the ones most likely to actually drive value, rather than casting the widest possible net. We still run fully competitive processes when that’s what serves the client. We just don’t confuse breadth with rigor.