Private Equity Hospital Takeovers Linked to Declining Care

Private equity ownership of hospitals in the United States is linked to declining patient care, rising health complications, and the stripping of community healthcare resources, according to a new report by former FDA Associate Commissioner Peter Pitts.

The report, titled “Barbarians at the Hospital Gates: Private Equity and its Impact on Patient Care,” was published by the Center for Medicine in the Public Interest. It highlights how private equity (PE) investment—now totaling over $1 trillion—has come to dominate nearly 20% of all for-profit hospitals across the U.S.

“Studies show patient experience worsens after a hospital is acquired by PE, as such acquisitions create incentives to pursue short-term returns through aggressive cost-cutting,” the report states.

One alarming trend outlined in the report is how PE firms often strip hospitals of vital assets. Within two years of a PE acquisition, hospitals lost an average of nearly 25% of their real estate, buildings, and equipment—equivalent to $28 million per hospital.

In Massachusetts, taxpayers were forced to bail out Steward Healthcare with $72 million after it declared bankruptcy, even as its backer, Apollo Global Management, reportedly made off with about $325 million.

Patient outcomes are also affected. A Journal of the American Medical Association study cited in the report found sharp increases in hospital-acquired infections and falls after PE takeovers. Central-line bloodstream infections rose 38%, surgical-site infections doubled, and falls increased by 27%.

Meanwhile, patient satisfaction plummeted. A 2025 study using federal data showed overall hospital ratings dropped by more than 5 percentage points within three years post-acquisition.

Most strikingly, Medicare patients undergoing emergency surgeries at PE-owned hospitals had a 42% higher 30-day mortality rate compared to those treated at non-PE facilities.

Pitts concluded: “Greed is not always good. Protecting patients requires stronger oversight, transparency, and a realignment of financial goals with clinical care.”

MORE STORIES