Atlas
Back to PPM Roll-Ups
Strategic Advisor·PPM Roll-Ups

Todd Latz

Chief Executive Officer at GoHealth Urgent Care

Alpharetta, Georgia, United States

TL
LinkedIn
Why they matter

Latz has run the JV playbook for urgent care roll-ups for a decade, striking and scaling 13 health-system partnerships that took GoHealth toward 400 centers.

Background

Todd Latz, JD, has served as Chief Executive Officer of GoHealth Urgent Care since early 2015, building it into one of the largest urgent care operators in the U.S. through joint ventures with health systems. He began his career as a securities and M&A attorney at King & Spalding LLP in Atlanta before moving into healthcare operating roles, previously serving as CEO of MedQuest, Inc., a diagnostic imaging platform he scaled from roughly 10 to 200 centers. He holds a J.D. from the University of Virginia School of Law and a B.A. summa cum laude from Duke University.

Notable deals

  • 2021
    Led GoHealth's joint-venture partnership announcement with Henry Ford Health System to launch and expand urgent care centers across Southeast Michigan
  • 2023
    Announced tri-party expansion with Nuvance Health and Northwell Health to bring GoHealth urgent care centers into New York's Hudson Valley
  • 2024
    Expanded GoHealth's C-suite (new CFO and two newly created executive roles) to support financial growth and deepen health-system partnerships
  • 2025
    Marked 10-year anniversary of the Northwell Health-GoHealth joint venture, which grew under his leadership to 60 locations and ~1,500 team members

Call-prep brief

Background

  • CEO of GoHealth Urgent Care since 2015; former securities/M&A attorney (King & Spalding) turned healthcare operator.
  • Prior CEO of MedQuest, a diagnostic imaging roll-up he scaled from ~10 to 200 centers — direct prior experience building and exiting an ambulatory platform.
  • J.D., University of Virginia; B.A. summa cum laude, Duke (Fulbright Scholar, Universität Leipzig).

Current focus

  • Scaling GoHealth toward ~400 centers via joint ventures with 13+ health systems (Henry Ford Health, Northwell Health, Novant Health, UCSF Health, Nuvance Health).
  • Investing in digital/virtual care integration (online wait times, scheduling, shared EMR with health-system partners).
  • Recently added a new CFO and two new C-suite roles (Jan 2024) to support continued growth and partner relationships.

What they care about

  • The joint-venture model as a growth engine — he is vocal about what he looks for in a health-system partner (see Modern Healthcare interview).
  • "On-demand," consumer-grade access to care and removing friction from the healthcare system.
  • Deep EMR/clinical integration with hospital-system partners rather than standalone urgent care.

Potential sensitivities

  • GoHealth is majority-owned by private equity (Summit Partners/Webster Equity historically funded roll-up) — be mindful of existing sponsor relationships and any exclusivity/board dynamics before discussing a competing process.
  • As a sitting operating CEO, he may be constrained in what he can say about M&A pipeline or valuation; frame questions around market structure/strategy rather than deal specifics.
  • He is an attorney by training — expect precise, on-message answers; avoid framing questions as adversarial.

Questions to ask

  1. What criteria make a health system a strong long-term JV partner versus one that struggles to scale with GoHealth?
  2. How has the economics of new-center development changed as urgent care roll-ups have consolidated and competition for health-system partners has increased?
  3. Drawing on the MedQuest experience, what inflection points should an investor watch for when an ambulatory platform is ready (or not ready) for its next ownership transition?

Outreach draft

Subject
Question on health-system JV urgent care model
Hi Todd, I'm [Name], part of a deal team at a private equity firm evaluating opportunities in the physician practice and ambulatory care roll-up space. Your work building GoHealth's health-system joint-venture model — and before that, scaling MedQuest from roughly 10 to 200 centers — stood out as directly relevant to a platform we're evaluating. Would you have 20-30 minutes for a paid advisory call in the next couple of weeks? We're especially interested in your perspective on what makes a health-system partnership scale successfully, and how you'd think about timing an ambulatory platform's next ownership transition. Happy to work around your schedule. Best, [Name]

Linked companies

Sources