Unit I herbs as raw materials, biodynamic agriculture.ppt
Fortis healthcare
1. Public-Private Partnerships :
Fortis is also committed to partner with the Government to expand the reach and expertise of its
network. The sector requires increased participation of organised players to offer their expertise in
managing a quality setup, and the Government is encouraging such participation in the form of public-
private Partnerships. The government has set up a large infrastructure which is not efficiently fulfilling
the country’s healthcare requirements. Private sector’s intervention will become increasingly imperative
to bring efficiencies to the system.
We at Fortis are already working with various state governments to develop workable models in the
area of public-private partnerships. We currently have two facilities in Vashi and Raipur working
successfully in partnership with the respective governments. We recognise that the country requires
many more such projects to help meet the growing underserved healthcare requirements, and are
committed to support these initiatives.
Healthcare costs in India are still funded through individuals or public money, and the penetration of
health insurance is still very low as compared with global standards. The health insurance sector is
bound to grow, and is the key in offering healthcare services to the masses. The Indian government has
also recognised this fact, and is also taking the role of a health insurer in many states like Karnataka, AP,
etc. We expect health insurance to spread and to grow and over time cover a majority of the population.
Your company shall be working with partners to design suitable service offerings in this arena.
Fortis has been one of the fastest growing healthcare companies in India, and will continue to do so! We
have significant brand presence through our aggressive pursuit for quality accreditation and
certifications. Our vision is to have the “Fortis” brand synonymous with best quality healthcare with a
widespread network. The company also has international aspirations in terms of served patients, and
with leading accreditations (JCI, NABH, etc), is rightly placed to offer unbeatable Medical value travel
propositions. We already cater to international patients, and with the economic pressures being faced
by western economies, we are ready to play a larger role in providing quality healthcare services at
attractive value propositions.
Fortis aspires to adopt best corporate governance practices. Our strong Board of Independent Directors
advises and guides us on policies and proposals made by the operating management. The board, acting
through empowered committees, also oversees the operations and management of the company. The
committees also guide the management to continuously upgrade standards, highlight any potential
conflicts of interest, and ensure that fair disclosures are made at all times. The company also adopts a
robust risk management practice with aggressive screening, constant monitoring and mitigation
planning.
The company has a vision to be one of the largest and most reputed healthcare companies in India, and I
can confidently say that we are on course in our pursuit. The company has successfully completed a
Rights Issue of approximately Rs.1000 Crore to fund future expansion and to meet our growth
2. requirements.
In the end, I would like to specially thank all of you for your confidence in the company, and solicit your
continuous and unstinting support in our future endeavours.
Shortage of skilled and trained manpower :
The raison-de-etre of the healthcare industry is the treatment and care provided to patients. Quality
care can only be delivered by high quality medical experts backed by a well-trained support staff, robust
infrastructure and efficient systems and processes. The growing need for healthcare in India needs to be
well supported by increasing capacity and infrastructure for medical education. Basis international
staffing norms, India by the year 2012 needs 1.6 million doctors and 2.6 million nurses. The current
numbers of doctors and nurses are less than 50% of required levels. The existing network of medical and
nursing schools is inadequate for providing qualified staff in these numbers. This leads to a significant
gap in the emerging need for talent vis-a-vis the current availability in our country.
We are closely watching the developments in medical education space and are actively exploring
opportunities to invest in medical education facilities to ensure the availability of qualified and trained
manpower for all prevailing and future needs.
Fortis, with its brand image and large network, is viewed as an employer-of-choice by the medical and
non-medical fraternity. Within our network, we are focusing on academics and on partnering with
educational institutes and research centres to tap into their pool of talent.
Business Development - Handling Corporate Marketing of Fortis Malar Hospitals, Chennai
• Business Generation and Customer Relationship with existing clients - Directly responsible for
the revenue of Fortis Malar in Chennai.(Including business generated from Preventive Health
Checks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)
• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaign
and other activities.
• Implementation of Marketing Strategies – Health Awareness Lectures, Health Screening
Camps, Health Shows, Value Added Services and efforts to position Fortis, as the preferred
Healthcare Services provider.
• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related to
Healthcare Services.
3. • Coordinating with internal departments to get sufficient manpower and equipment to conduct
activities organised by marketing department
• Streamlined the process flow in PHC department
• Responsible to get one catching Ambulance emergency number
• Handled the occupational health centre in different corporate, manpower allocation, medicines
and basic supportive medical equipment for OHC setup.
• Demonstrate judgment and self-sufficiency in effective problem solving while serving as the
administrative and operational resource for the hospital.
• Standard Intervene in situations involving patients, visitors, hospital staff and other external
customers.
• Maintain interface with departmental personnel to ensure there is adequate space and facilities
for patient care and coordination of facilities.
• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmental
communication, negotiation and decision-making.
• Coordinate triage activities, as needed, through communication with the Emergency
Department, Bed Control and Chief Medical Officer
• Maintain visibility with hospital staff through rounds.
Specialties
Excellent Customer Relationship,Commitment& Dedication, Operations, Administration.
Vishnu Kumar's Experience
Executive - Healthcare Services
Fortis Malar Hospital, Chennai
June 2010 – Present (2 years 2 months) Chennai
• Business Development - Handling Corporate Marketing of Fortis Malar Hospitals, Chennai
• Business Generation and Customer Relationship with existing clients - Directly responsible for
the revenue of Fortis Malar in Chennai.(Including business generated from Preventive Health
Checks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)
• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaign
and other activities.
4. • Implementation of Marketing Strategies – Health Awareness Lectures, Health Screening
Camps, Health Shows, Value Added Services and efforts to position Fortis, as the preferred
Healthcare Services provider.
• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related to
Healthcare Services.
• Coordinating with internal departments to get sufficient manpower and equipment to conduct
activities organised by marketing department
• Streamlined the process flow in PHC department
• Responsible to get one catching Ambulance emergency number
• Handled the occupational health centre in different corporate, manpower allocation, medicines
and basic supportive medical equipment for OHC setup.
• Demonstrate judgment and self-sufficiency in effective problem solving while serving as the
administrative and operational resource for the hospital.
• Standard Intervene in situations involving patients, visitors, hospital staff and other external
customers.
• Maintain interface with departmental personnel to ensure there is adequate space and facilities
for patient care and coordination of facilities.
• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmental
communication, negotiation and decision-making.
• Coordinate triage activities, as needed, through communication with the Emergency
Department, Bed Control and Chief Medical Officer
• Maintain visibility with hospital staff through rounds.
Indian Nursing Council (INC) is focussing on equipping the nursing professionals with the latest
technological developments in the field of healthcare to align them with the industry", said, Mr. T Dileep
Kumar, President, Indian Nursing Council at the Plenary Session IV on 'Addressing Manpower Shortage:
th
Creating the skill-sets for Patient Care' of the 5 India Healthcare Summit organized jointly by
Confederation of Indian Industry (CII), Ministry of Health and Family Welfare and Indian Healthcare
Federation. The session marked the release of white paper on 'Addressing the healthcare workforce
requirements in India'.
Underlining the various policy initiatives undertaken by the INC, Mr.Kumar, further stated that the council
has revised the syllabus.
India tops the list in physicians, radiologists, laboratory technicians, dental hygienists, physiotherapists
and medical rehabilitation workers migrating to developed countries. This brain drain and the fact that not
enough qualified healthcare professionals are passing out each year to meet the increasing healthcare
demand together have led to acute shortage of qualified healthcare manpower in the country.
5. Opining on obvious gap of trained manpower, Dr.NarottamPuri, President Medical Strategy & Quality,
Fortis Healthcare Ltd. said that, "as per the planning commission report, India at present requires six lakh
doctors, ten lakh nurses and two lakh dental surgeons. The problem is graver in the rural and semi-urban
areas. There has been a falling demand for medicine as a career, obsolete curriculum further aggravated
by pathetic situation of working healthcare professionals. Looking at such dismaying ratio of healthcare
professionals India needs to come up with strategies that will fill this gap and take care of the booming
Indian healthcare economy which is staled to become a $75 billion industry by 2012." He also highlighted
the need to mainstream nursing and paramedic staff in the system.
India healthcare should take inspirations from the virtual reach provided by IT, rather than thinking about
increasing the number the medical professionals. Indian IT sector can very well help striking off the reach
aspect by coming forth with innovative solutions in telemedicine, Bluetooth and cellular technologies, said
Dr. Tom Mcafee, Dean of Clinical Affairs, San Diago Health Services. At the same time the nation should
analyse collectively in a thoughtful way as to how much manpower is required in which area of speciality,
he further added.
Mr.DevenParliker, Chief Executive Officer, Avanitya Health, said "we should look towards models
imbibing Nurse driven care, which can be a reasonable option. Since Nurses also have a first hand
account and understating of medicinal procedures, they should be treated as a counterpart with the
mainstream professionals.
The Session Chairman, Mr Tejpreeet Chopra, President & CEO, GE India, said, World Health
Organisation's report in 2006, named India as one of the country with critical shortage of healthcare
professionals. This future shortfall should be rectified currently so that we as a nation can make
concentrated steps on the path of collective development.
Mr. Kumar Krishnaswamy, Head � Human Resources, Wockhardt Hospitals Group, said "human
resources functions now should look for innovative solutions and target manpower in rural areas, where
bulk of Indian population lives. This ways we can get them to deliver performance at a competitive
platform."
Sourced From: Confederation of Indian Industry
Resuscitating a Sick Hospital
A year after acquiring majority stake in Chennai's Malar Hospital, Fortis has declared a 70-80
per cent growth in the last 10 months from the hospital.SonalVijanalayses the strategies adopted
by Fortis for the dramatic turnaround
6. We often hear of renowned hospitals functioning as sick units
as funds dry up. Such is the story of decline of Chennai's 180-
bed Malar Hospital. Set up in 1992, by late Dr S
Ramamurthy, a well-known general physician and sonologist,
the institutes stopped generating profits. And thus no money
was ploughed back for further growth. The functioning of the
hospital was further hampered by the demise of Dr
Ramamurthy. Though his wife DrNithiya Ramamurthy held
the reins of the hospital and the company after her husband's
death, she could not make the hospital revenue-generating.
Thus, in February last year, International Hospital Limited (a wholly owned subsidiary of Fortis
Healthcare Limited), along with Oscar Investments Limited (OIL) acquired 62.17 per cent equity
of Malar Hospitals for Rs 34.68 crore.
It's only a year after the acquisition and the revenue of the hospital has nearly doubled and there
is a 70-80 per cent growth in the last 10 months— a considerable increase since the acquisition.
The acquisition fits into the greater strategy. Says Shivinder Mohan Singh, Managing Director,
Fortis Healthcare Limited, "Malar Hospital is well established in Chennai with strong brand
equity and is centrally located. We will follow the same strategy in Chennai of setting up hub
and spoke hospitals, as we have done in Delhi." The group is investing an additional sum of Rs
20 crore to turn around the hospital.
Fortis reconstructed all patients
rooms
Fortis reconstructed all patients
rooms
7. The main risks involved in the Malar Hospital are issues
related to finance, operations, regulation and liability risks.
"When we first entered the hospital, it was in bad shape. n,
there was no fixed financial mechanism in place and there
was confusion all around. We don't blame the previous
management in place. The hospital was not generating any
revenue and hence the management refrained from investing
in the hospital," a Fortis official discloses.
The management team has
emphasised on greater efficiency Set the Vision Right
of employees
This is the starting point of the turnaround. "We want to
make Malar as a centre of excellence in healthcare," says Krish Ramesh, Zonal Director, Fortis
Healthcare.
Immediately after the acquisition, a trained team, who had worked in various Fortis hospitals
were sent to Malar. "Previously, there was no management in place. The aim was to enhance the
patient satisfaction level the 'Fortis way.' From the Fortis point of view, the strategy was clear.
After testing waters in North India, this was a stepping stone in South," says the Fortis official.
"A six-month detailed plan was prepared to upgrade each hospital department to ensure greater
patient satisfaction," informs Ramesh. It's a slow and a gradual process. "Turnaround of a
hospital will not happen overnight. Here, we want to do it in a phased manner," says Daljit
Singh, President-Strategy, Fortis Healthcare Limited. The work will be on for another two to
three years.
Infrastructure
First, Fortis decided to work on the infrastructure of the hospital. "Once the infrastructure is in
place, it will attract good doctors and thus patient volume. We believe customer is the doctor. A
good doctor will get one customer and that one customer will get more customers," says
JasbirGrewal, VP, Operations, Fortis Healthcare Limited. State-of-the-art machines have been
installed, the old ones were sold in junk. The patient rooms are also reconstructed to give utmost
patient care like in other Fortis Hospitals in the country.
Operational Efficiency
The group recognised that there was a lack in operational efficiency. There was no structure,
technology and process in place or any system in place. A clear hierarchical structure that clearly
defines both the span and line of control and both authority and responsibility at every level was
established. The heads and sub-heads of various departments were appointed.
Protocols like Fortis Operating System (FOS), which is used in other Fortis hospitals, will be
used here too. As far as IT goes, Wipropact, a HIS system from Wipro is in place since six
months. It will also take care of all the back-end operations. "We are in the process of getting a
8. system where patients’ prescription is also stored," says Ramesh. He elaborates that previously,
there was no auditing system in place. The IT system also helped to reduce 'revenue leakage.'
Reduce Gestation Period
There is always a risk involved when a hospital is not operational "Turnaround of a
while the turnaround is going on. Fortis has decided to do the hospital will not
turnaround in a phased manner over a span of three years. The happen
upgradation in every department is on. While the Fortis brand has overnight. We
already entered the market, the patients have started pouring in. A want to do it in a
Fortis official says, "If we had closed down the hospital entirely phased manner"
and then started the turnaround, there are chances that the hospital
may run in losses for some time. We didn't want to take that risk."
- Daljit Singh
Ensure Employee Satisfaction President-Strategy
Fortis Healthcare Limited
No strategy is complete without addressing the employee
satisfaction. So how does one attract good talent? "We show the "A good doctor
doctors the rosy picture, show them that we are here to stay and will get one
not run away like other groups. We are here to invest and show customer and
them that there is growth. They know that the promoters are cash that one
rich," adds Grewal. Dr KR Balakrishnan, renowned cardiac customer will get
surgeon leads the cardiac programme as Director-Cardiac more customers"
Sciences. The cardiac centre was built with the assistance of
DrBalakrishnan.
- JasbirGrewal
After the acquisition, not a single employee of Malar has been VP-Operations
expelled. However, the management team is clear that greater Fortis Healthcare Limited
efficiencies will be required. An official adds, "Previously
everyone had a lackadaisical attitude, but now we are changing this mindset." He adds that many
employees have left the job on their own because they did not want to put in greater effort.
However, there is regular training on the lines of other Fortis hospitals.
Ensure Patient Satisfaction
In addition to clinical excellence, the patient also needs to 'feel good.' The hospital exteriors is
revamped for a complete new look. "Who wants to come to a rundown hospital?" asks Grewal.
He adds, "Small things like ensuring there is enough light in the room adds to patient
satisfaction."
The biggest challenge was to change the mindset of the existing staff. Fortis has trained right
from the lift men to doctors to serve with a smile. For this, an efficient management team from
Fortis was sent to Chennai.
Reportedly, the group has hired people from the hotel industry to ensure the 'finesse' and 'quality
of service.'
9. It is a known fact that clinical excellence is not enough to bring the customer back. If the doctor
is good, the customer will also go to a smaller hospital. "We have to offer them good memories
of the hospital to carry back. After all, this business works on more word-of-mouth publicity
than anything else," feels Ramesh.
Market the Brand
The group is using the Escorts brand name to consolidate its position in South. Grewal informs,
"We are the leading cardiac care providers. We will strengthen our brand more in South."
According to an official, the cardiac centre will be named 'Escorts Heart Command'. This will
tell the patients of Chennai that a world class healthcare system has entered the market.
Right now, the hospital is in talks with various eminent neurologists to set up high-end
neurosciences programmes. "Neurology will be the focus for the next one year," informs
Ramesh.
With Malar being Fortis's first foray in Southern healthcare, all eyes are on the functioning of the
unit. And the success or failure of managing the unit would decide the fate of Fortis' other
projects in the same region.
sonal.vij@expressindia.com
We Should Focus on Preventive Measures'
The Government of India is working on medical devices legislation, in order to standardise the
quality of Indian manufactured medical devices
10. Most of our healthcare systems look at treating a disease, when
one is inflicted with it, rather than following preventive
measures. Can we follow a preventive healthcare approach; by
providing clean drinking water, sanitation, first class hygienic
housing, and pollution free environment to our population,
questioned KapilSibal, Minister for Science and Technology
and Earth Sciences, Government of India.
KapilSibal, Hon'ble Minister He was speaking at the inaugural session 5th India Health
for Science & Technology Summit on 'Optimising Healthcare Delivery in India: A Patient
Centric Approach', jointly organised here today by
Confederation of Indian Industry (CII), Ministry of Health and
Family Welfare, Government of India and Indian Healthcare
Federation. Sibal also inaugurated the exposition organised in
Delhi together with the summit.
The summit witnessed several sessions by eminent speakers
from India and abroad on varied issues like healthcare reforms:
optimising healthcare delivery, successful states healthcare
models: accessibility and affordability, addressing manpower
DrAnbumaniRamadoss, shortage: creating the skill sets for patient care, health insurance
Hon'ble Health Minister inc: the road ahead, investments in healthcare, models of
healthcare delivery: integrating innovation with consumerism,
delivering quality healthcare: creating patient value and
technology as an enabler, healthcare IT and medical technology.
Sibal informed that the Government of India is working on
medical devices legislation, in order to standardise the quality of
Indian manufactured medical devices. Amongst the other four
key areas underlined by Sibal were greater R&D in the field of
technology and genomics focussed on target drugging,
N K Sethi, Advisor, Planning vaccinations and innovative solutions, manufacturing and
Commission and managing medical devices domestically, delivery of quality
DrNareshTrehan, President, human resource and affordability.
IHCF
Throwing light on PPP (Public Private Partnership)
arrangements, DrNareshTrehan, President, Indian Healthcare Federation, stated, "PPP is one the
major pillars on how we can provide healthcare to all segments of society, especially in the rural
area." Delving upon community care models and innovations, DrVikramChhatwal, Chief
Executive Officer, Reliance Health, stated, "The economy needs a comprehensive framework for
effective diseases management accessible to the grassroots base of population." Sharing his
thoughts on ideal models for the healthcare sector, Shivinder Mohan Singh, Managing Director
and CEO, Fortis Healthcare opined that rather than increasing spending on healthcare, improved
spending will fetch better results. He further commented that the central Government should be
an effective regulator, than being a supplier.
11. Addressing the theme of accessibility and affordability, Ashok Kumar, Deputy Director General
and Head, Central Bureau of Health Intelligence, Government of India said that the Government
is now planning to prioritise the national healthcare needs so that a better mechanism could be
put in place to improve the entire healthcare delivery system in the country.
He highlighted that in India 80 per cent of the healthcare expenditure is borne by the patients and
less than 10 per cent of the population is covered. As a result, the price sensitivity is quite high
and the quality healthcare facilities cannot be accessed by majority of the population therefore
Government's intervention in the form of some policy reforms or some regulatory relaxations
becomes pertinent.
Opining on the huge gap of trained manpower, DrNarottamPuri, President Medical Strategy and
Quality, Fortis Healthcare, said, "There has been a falling demand for medicine as a career,
obsolete curriculum further aggravated by pathetic situation of working healthcare professionals.
Looking at such dismaying ratio of healthcare professionals, India needs to come up with
strategies that will fill this gap and take care of the booming Indian healthcare economy which is
slated to become a $75 billion industry by 2012." He also highlighted the need to mainstream
nursing and paramedic staff in the system.
Addressing the major issue of manpower constraint, DrAnbumaniRamadoss, Minister of Health
and Family Welfare, Government of India emphasised on the efforts made to tackle the
manpower shortage. He stated, "We are in process to recognising post graduate (PG) degrees
from English speaking countries like the United States, United Kingdom, Canada and Australia,
apart from doubling the PG pass-out number which at present stands at 12,000." In light of
tremendous achievement under the National Rural Health Mission (NRHM), he underlined that
the ministry will come up with programmes like National Urban Health Mission, National
School Programme and Emergency and Trauma Programmes.
Some other medical educational reforms that the ministry is working on, as highlighted by
DrRamadoss are parity in DNB and MCI courses, changing the MCI regulations in terms of land
requirement of 25 acres at two places within a distance of 15 km. He also highlighted on the
policy initiative where private hospitals can tie up with district hospitals and start educational
institutions.
The summit was held in New Delhi from15th and 16th December. Express Healthcare was the
media partner for the event.
EH News Bureau
12. DIRECTOR/CEO/COO/Head Business Development
MBBS, DHA ,MBA over 16 years experience in health care, medical care & hospital
administration.
Specialist in helping organisations especially hospitals to improve profitability by fast pace
business development,improving processes & systems, enhanced asset utilisation, implementing
cost reduction strategies, helping design dashboards for monitoring and reviewing key
performance indices of hospital assets and improving service delivery levels.Have adequate
experience to run the operations,achieve business development,control cost ,implementing
quality systems,get accreditations & manage hospital & healthcare projects.Haveprevelidge of
working for leaders in healthcare & hospital industry including Sir GangaramHospital,Fortis
Healthcare &Wockhardthospitals,Birla Group.
PROFILE
Professional with medical & management background, having diverse experience in the field of
health care industry ranging from managing overall the operations of multispecialty hospital to
developing business for the health care organizations. Possess necessary skills for fast pace
business development & have strong contacts with medical fraternity. Open to growth in various
verticals of Healthcare including Hospitals, Pharmaceutical, Clinical research, Medical Devices
or Equipments& Biotechnology. Have excellent leadership skills for managing organisations.
A change-agent with proven capacity to identify, analyze and solve complex problems, turning
under-performing organizations into profitable business units.An excellent motivator and
developer of professional and managerial talent, building teams that achieve results beyond
requirements and expectations: faster, better and cheaper. A successful and entrepreneurial P &
L manager &Business Development catalyst.
Holds the credential of being involved in health care management at various levels from
departmental to overall hospital or managing regional business.
Specialties
Business Development,ImproveProfitability,Cost reduction strategies.Improving system
&Processes,Gettingaccreditations,Talentacquisation etc.in Healthcare organisations.
DrSandeepChatrath's Experience
Group Chief Operating Officer (Operations & Strategy)
Metro Hospitals & Heart Institutes
Hospital & Health Care industry
July 2011 – Present (1 year 1 month) New Delhi
**Group Chief Operating Officer (Operations & Strategy)
Key Responsibilities-
P& L & Business Strategy for the Entire Group.
Overall management of 11 Hospitals & 4 Projects.
Responsbilities include-
13. Involved in General Administration, Branding & Business Development, Supply Chain & Stores,
Human Resource, Engineering Services,Facility Management, Quality Assurance, International
Business & Finance.
COO
RUKMANI BIRLA HOSPITAL & RESEARCH INSTITUTE
January 2010 – July 2011 (1 year 7 months)
**COO Rukmani Birla Hospital & Research Institute, Jaipur. It is Part of CK Birla Group which
also have following organizations - CMRI & BM Birla Heart in healthcare.
Key achievements-
• Finalization of the Layouts for the hospital.
• Civil work completion according to the approved plans.
• Approval of Services tender & plans. Completion of Services works.
• Approval of landscaping tender and work allotment.
• Business Development. Understanding the market for positioning of products.
• Market Research for need & demand analysis.
• Liaison with local authorities.
• Project PERT Chart, Manpower & Equipment plans finalized.
• Getting suitable manpower for Business .Short listed profiles for future recruitment.
• Equipment finalization & procurement
At group level helped in formalising strategic areas for business development both for CMRI and
BM Birla Heart Centre.
Director & Regional Business Development
Wockhardt Hospitals
Public Company; 5001-10,000 employees; Pharmaceuticals industry
2008 – 2010 (2 years)
**REGIONAL BUSINESS DEVELOPMENT WOCKHARDT HOSPITALS July 09 to Jan 10.
• Business Development for hospitals in the western region including Nashik,Nagpur, Surat,
Rajkot and Bhavnagar hospitals. Replicate the success of Nashik hospital, which became a bench
mark for business development.
• Marketing hospital services and products to general public, doctors, corporate & key opinion
leaders.
• Relationship building & recruitment of doctors.
• Cost Containment was key focus & cost optimization was successfully achieved in various
group hospitals .
• Performance Improvement in terms of both top line and bottom line improvement.
• Clinical as well as Professional development.
• Systems Development & Quality management protocol implementation.
14. • Team Building, Training & Development role.
** COO with WOCKHARDT HOSPITALS, Nashik May 2008 –July 2009.
Key achievements-
• Successfully Commissioned & Launched Nashik hospital, a 200 bedded State of the Art Super
Specialty hospital, one of the Most Comprehensive Super Specialty Hospital in Northern
Maharashtra.
• Business Development was very fast and hospital became the bench mark for the entire group.
WockhardtNashik hospital became the Fastest Growing Hospital in Wockhardt’s history doing a
business of nearly eight Crore in short span of six months.Hospital started exceeding revenue of
2 Crore on monthly basis from 7th month & 3 Crore from 10th month onwards. Empanelled 100
corporate companies & 20 Leading TPA companies with the hospital in its 1st year of
operation.Organised more than 25 CME in various districts, started 3 Outside Hospital OPD
clinics & 5 Associated Hospitals in first year of Hospital.
• Successfully laid down system & processes for professional running of new hospital with
emphasis on cost control.
HEAD MEDICAL SERVICES & QUALITY
Fortis Healthcare
Public Company; 10,001+ employees; Hospital & Health Care industry
August 2005 – May 2008 (2 years 10 months)
** MEDICAL ADMINISTRATOR with FORTIS HEALTH CARE, 2005-2008 :
During the period worked with Fortis Hospital Noida & Fortis Escorts Hospital, Faridabad.
Have Worked as Head of Medical Services & Quality FORTIS HOSPITAL NOIDA-
( INTERNATIONAL HOSPITAL). Aug 2005 to Nov 07.
Key achievements-
• Head of Operations.Achieved good cost control by improving processes & increased profits.
• Business Development. Increased top line from 4.5 crore to 6.5 crore in 1 year period.
Focused on Business development by increasing patient satisfaction, recruiting new doctors and
reaching out to market with specific products.
• Making protocols & laying down systems as part of Quality Improvement ,Patient Safety &
Risk Management Program. Involved in Quality Accreditation Program for hospital, have
relevant experience in ISO,NABH and JCI quality systems.
Qualified NABH Assessor & Core member of Fortis Quality Council.
As accreditation coordinator steered the NABH accreditation of Fortis Noida.
Also was involved in NABH accreditation of Escorts Hospital Delhi, Fortis Jaipur & Mohali
Hospitals. Was part of team for responsible for JCI accreditation of Mohali Hospital.
Prepared and approved -
A) Protocols for various clinical and non clinical dept.
B) Quality indicators.
C) Various Manuals including Quality manual, Safety manual, Infection control manual etc.
15. Qualified Lead assessor for NABH & ISO 9002 / OSHA Quality Healthcare Systems.
** Worked as Medical Administrator in ESCORTS HOSPITAL, Faridabad from Dec 07 to
May 08. Responsible for Medical Administration, Business Development & Quality.
Also was part of core team of McKenzie for streamlining operations, Fortis operating systems .
DEPUTY MEDICAL SUPRINTENDENT
Sir Ganga Ram Hospital
Privately Held; 1001-5000 employees; Hospital & Health Care industry
July 1995 – August 2005 (10 years 2 months)
Key achievements-
• Business Development for Key Specialties-Nephrology& Dialysis, Gastroenterology, MAS,
Liver as well as Kidney transplantation. Hospital became centre of excellence for Renal, Gastro,
Transplantation & MAS disciplines. For Organ transplantation, hospital became centre of
excellence for organ transplantation for South East Asia.
• Overall Business Development –played key role in developing Outreach Program for the
hospital by organising more than 200 Camps & CME. Overall In charge of Community health &
Outreach Services. Hospital Business grew very well & bed strength more than doubled from
300 beds to 750 beds in the period between 1995 to 2005. Awarded John Hopkins hospital
management excellence award for best community work in South East Asia.
• Liaison with local, regional & national authorities.
• Patient care, medical administration ,quality management & overall general administration of
2nd & 3rd floors which comprise of 200 beds.
• Making protocols & laying down systems as part of Quality Improvement ,Patient Safety &
Risk Management Program.
• Organising various Training & development programs for staff such as
Waste Management & Infection Control program.
• Dealing with legal and ethical issues in hospital management
• Attending management review meeting and taking necessary corrective and preventive actions.
Finalising administrative reports & carrying out Internal auditing of various sections of hospital.
• Taking daily evening rounds of entire hospital w. r. t medical and general administration.
Overall supervision of hospital involving patient care, nursing, house keeping, maintenance,
sanitation and security.
Corporate dossier
16. The doyens of substance
Leaders aren't born. They are made. The very essence of
their leadership is that they have to have a vision. It is a
vision that they articulate clearly and forcefully on every
occasion. They are the rare combination of good
managers and leaders. Like good managers, they are
people who do things right but as leaders, they go a step
further and also do the right thing. What sets them apart
is that they are ready to sacrifice their security blankets
to take risks, to be ready to work harder than anyone
around them to make that vision come true. Their
success is the direct outcome of their sheer hard work
and smart thinking and of hours, days and nights spent to
make the success possible. For them, it is a small price
to pay for achieving their goal.
Leadership is a framework for seeing inter-relationships
rather than things, for seeing patterns of change rather
than static "snapshots." It is a set of general principles -
distilled over the course of the twentieth century,
spanning fields as diverse as the physical and social
sciences, engineering, and management. The preceding
decades have applied these tools to understand a wide
range of corporate, urban, regional, economic, political,
ecological, and even psychological systems. Leadership
is a capacity to define oneself to others in a way that
clarifies and expands a vision of the future. By
expanding their visions, they include others in their
success. It is not they alone who walk the path of
achievement. They change people and things around
them.
Corporate leaders play an extremely significant role
today, in shaping the economic anatomy of a nation. The
industrial economy of any country depends upon their
role and performance, be it sustained growth of national
income, balancing of international trade or payments,
meeting the foreign exchange requirements or mitigating
national resource disadvantage, the country banks upon
them to attend to such national tasks and challenges.
They add colossal value to what the world possesses.
They help provide products and services that the world
populace so much needs. It is them again who provide
work opportunity for the teeming millions. It is because
of their contributions mainly, that the most significant