Generally yes. Foreign investors can own private hospitals, clinics and diagnostic centres through a Bangladeshi company, either wholly or in a joint venture, and many foreign-backed facilities operate in Dhaka and Chattogram. The facility still needs DGHS licensing, and foreign doctors and nurses need registration with the relevant professional councils as well as work permits. Investment capital must come in through an authorised dealer bank, and the project may register with Invest Bangladesh. Ownership rules for particular activities can change, so we confirm the current position for the specific healthcare transactions before signing a term sheet or committing capital.

In a share acquisition, the licensed company stays the same, so licences generally continue, although conditions may require notifying DGHS or other authorities of changes in ownership, management or key staff. In an asset purchase, the buyer usually needs new licences in its own name, and the facility may not be able to operate lawfully during the gap. Equipment licences from the Bangladesh Atomic Energy Regulatory Authority, pharmacy licences and environmental clearances follow their own rules. We map each licence early in healthcare transactions, because licence continuity often decides whether a share or asset deal is the better route.

Common findings include expired or incomplete licences, beds or services operating beyond what the licence permits, building or fire safety deficiencies, unlicensed imaging equipment, medical waste arrangements that do not meet the rules, informal arrangements with consultant doctors, unpaid taxes and VAT, land title or lease problems, and pending negligence or consumer claims. Data handling practices may also fall short of the Personal Data Protection Act 2026. None necessarily stops a deal, but each needs to be priced, cured before closing or covered by specific indemnities. We tailor diligence in healthcare transactions to the facility and the buyer's risk appetite.

Many private facilities rely on consultants who are not employees, working under informal or sessional arrangements, sometimes alongside government posts. Buyers need to know which doctors generate revenue, what their arrangements say, whether they can leave or compete, and whether the arrangements comply with professional and public service rules. Key doctors may be offered new contracts, equity or retention terms. Employees transfer under the labour laws, with accrued benefits. In healthcare transactions we review these arrangements carefully and draft transition plans so that clinical capacity and patient confidence are maintained after the change of ownership.

A pharmaceutical acquisition may need DGDA notifications or approvals for changes affecting manufacturing licences, product registrations and key technical personnel, and continued compliance with good manufacturing practice. Listed targets bring BSEC takeover and disclosure rules. Foreign buyers bring capital through the banking system and may register with Invest Bangladesh. Larger deals may need review by the Bangladesh Competition Commission. Overseas export registrations may also be affected. We prepare an approvals plan for healthcare transactions with realistic timings and build conditions precedent into the transaction documents so that closing does not put registrations or exports at risk.

Health data is among the most sensitive information a business can hold, and the Personal Data Protection Act 2026 brings obligations on lawful processing, consent, security, retention, breach handling and transfers outside Bangladesh. In an acquisition, the buyer inherits the target's data practices and any past breaches. Integration plans that move patient records to group systems abroad need careful assessment. We review the target's data handling in diligence, seek specific warranties and indemnities, and advise on compliant integration, so that healthcare transactions do not create new regulatory exposure for the buyer or its group.

Platforms can connect patients with registered doctors for teleconsultations, provide health information and support appointments, records and pharmacy orders, but medical advice and prescribing must come from appropriately registered practitioners, and online sale of medicines raises DGDA questions. AI-assisted tools need careful positioning so that they support, rather than replace, clinical judgement. Investors should check that the platform's model, terms and marketing stay within these limits, because regulatory action can affect the whole business. We review the regulatory perimeter in healthtech healthcare transactions and recommend changes before investment, not after.

A straightforward share purchase of a licensed facility with clean records can complete in a few months, but many deals take longer because diligence uncovers licence, land or tax issues that must be resolved first, or because approvals and notifications are needed from several authorities. Greenfield projects take longer again, given building permission, equipment licences and DGHS inspection before opening. Foreign investment adds banking and registration steps. We set out a realistic timetable after an initial review and keep the critical path visible throughout, so that funding, recruitment and launch plans are not committed prematurely.