What does it take to build a healthcare platform from first principles, and what does that journey reveal about buying, scaling, and operating in ETA?
We caught up with Yoni Wehbe, co-founder and co-CEO of Kinetico Health, where he leads the group’s operational growth and helps evaluate new partners for the platform. Before Kinetico, Yoni built experience across consulting, investment banking, and investing, including time at BCG and Morgan Stanley, before earning his MBA at Harvard Business School. Together with Claire Nesler, he launched Kinetico Health in 2024 with the acquisition of its first two clinics, and has since been scaling a musculoskeletal care platform in the UK.
What makes this conversation especially valuable is Yoni’s perspective at the intersection of operator, investor, and serial acquirer. He offers a clear view on what it really takes to build after the deal closes, from setting a North Star, to managing people, to balancing centralized decision-making with local clinic autonomy.
In this episode, we cover:
Why Kinetico chose a roll-up strategy, and what it means to acquire 30, 40, or 50 clinics rather than one business at a time.
How Yoni and Claire think about building infrastructure where almost none exists, and why healthcare was the right sector for their ETA journey.
The reality of operating a platform versus buying a business, including the mental load, people management, and leadership lessons that come with ownership.
What Kinetico looks for in a target today, from classic financial criteria to the harder-to-measure signals of culture and fragility.
Why persistence, empathy, and thoughtful outreach matter when sourcing proprietary opportunities in a highly relationship-driven market.
The biggest lessons Yoni has learned about doing the hard thing, avoiding emotional attachment to deals, and staying committed to the long game.
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