Public-Private Partnerships :Fortis is also committed to partner with the Government to expand the reach and expertise of itsnetwork. The sector requires increased participation of organised players to offer their expertise inmanaging 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 fulfillingthe country’s healthcare requirements. Private sector’s intervention will become increasingly imperativeto bring efficiencies to the system.We at Fortis are already working with various state governments to develop workable models in thearea of public-private partnerships. We currently have two facilities in Vashi and Raipur workingsuccessfully in partnership with the respective governments. We recognise that the country requiresmany more such projects to help meet the growing underserved healthcare requirements, and arecommitted to support these initiatives.Healthcare costs in India are still funded through individuals or public money, and the penetration ofhealth insurance is still very low as compared with global standards. The health insurance sector isbound to grow, and is the key in offering healthcare services to the masses. The Indian government hasalso 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! Wehave significant brand presence through our aggressive pursuit for quality accreditation andcertifications. Our vision is to have the “Fortis” brand synonymous with best quality healthcare with awidespread network. The company also has international aspirations in terms of served patients, andwith leading accreditations (JCI, NABH, etc), is rightly placed to offer unbeatable Medical value travelpropositions. We already cater to international patients, and with the economic pressures being facedby western economies, we are ready to play a larger role in providing quality healthcare services atattractive value propositions.Fortis aspires to adopt best corporate governance practices. Our strong Board of Independent Directorsadvises and guides us on policies and proposals made by the operating management. The board, actingthrough empowered committees, also oversees the operations and management of the company. Thecommittees also guide the management to continuously upgrade standards, highlight any potentialconflicts of interest, and ensure that fair disclosures are made at all times. The company also adopts arobust risk management practice with aggressive screening, constant monitoring and mitigationplanning.The company has a vision to be one of the largest and most reputed healthcare companies in India, and Ican confidently say that we are on course in our pursuit. The company has successfully completed aRights Issue of approximately Rs.1000 Crore to fund future expansion and to meet our growth
requirements.In the end, I would like to specially thank all of you for your confidence in the company, and solicit yourcontinuous 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. Qualitycare can only be delivered by high quality medical experts backed by a well-trained support staff, robustinfrastructure and efficient systems and processes. The growing need for healthcare in India needs to bewell supported by increasing capacity and infrastructure for medical education. Basis internationalstaffing norms, India by the year 2012 needs 1.6 million doctors and 2.6 million nurses. The currentnumbers of doctors and nurses are less than 50% of required levels. The existing network of medical andnursing schools is inadequate for providing qualified staff in these numbers. This leads to a significantgap 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 exploringopportunities to invest in medical education facilities to ensure the availability of qualified and trainedmanpower for all prevailing and future needs.Fortis, with its brand image and large network, is viewed as an employer-of-choice by the medical andnon-medical fraternity. Within our network, we are focusing on academics and on partnering witheducational 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 forthe revenue of Fortis Malar in Chennai.(Including business generated from Preventive HealthChecks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaignand other activities.• Implementation of Marketing Strategies – Health Awareness Lectures, Health ScreeningCamps, Health Shows, Value Added Services and efforts to position Fortis, as the preferredHealthcare Services provider.• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related toHealthcare Services.
• Coordinating with internal departments to get sufficient manpower and equipment to conductactivities 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, medicinesand basic supportive medical equipment for OHC setup.• Demonstrate judgment and self-sufficiency in effective problem solving while serving as theadministrative and operational resource for the hospital.• Standard Intervene in situations involving patients, visitors, hospital staff and other externalcustomers.• Maintain interface with departmental personnel to ensure there is adequate space and facilitiesfor patient care and coordination of facilities.• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmentalcommunication, negotiation and decision-making.• Coordinate triage activities, as needed, through communication with the EmergencyDepartment, Bed Control and Chief Medical Officer• Maintain visibility with hospital staff through rounds.SpecialtiesExcellent Customer Relationship,Commitment& Dedication, Operations, Administration.Vishnu Kumars ExperienceExecutive - Healthcare ServicesFortis Malar Hospital, ChennaiJune 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 forthe revenue of Fortis Malar in Chennai.(Including business generated from Preventive HealthChecks, In Patient, Out Patient, Branding, PR, Media, Communications & other activities)• Responsible for brand promotion of Fortis in Chennai through Indoor and Outdoor campaignand other activities.
• Implementation of Marketing Strategies – Health Awareness Lectures, Health ScreeningCamps, Health Shows, Value Added Services and efforts to position Fortis, as the preferredHealthcare Services provider.• Job involves co-ordination with Specialist doctors, meeting with Corporate Heads, related toHealthcare Services.• Coordinating with internal departments to get sufficient manpower and equipment to conductactivities 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, medicinesand basic supportive medical equipment for OHC setup.• Demonstrate judgment and self-sufficiency in effective problem solving while serving as theadministrative and operational resource for the hospital.• Standard Intervene in situations involving patients, visitors, hospital staff and other externalcustomers.• Maintain interface with departmental personnel to ensure there is adequate space and facilitiesfor patient care and coordination of facilities.• Intervene and problem solves for inter-/intra-departmental issues. Facilitate interdepartmentalcommunication, negotiation and decision-making.• Coordinate triage activities, as needed, through communication with the EmergencyDepartment, 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 latesttechnological developments in the field of healthcare to align them with the industry", said, Mr. T DileepKumar, President, Indian Nursing Council at the Plenary Session IV on Addressing Manpower Shortage: thCreating the skill-sets for Patient Care of the 5 India Healthcare Summit organized jointly byConfederation of Indian Industry (CII), Ministry of Health and Family Welfare and Indian HealthcareFederation. The session marked the release of white paper on Addressing the healthcare workforcerequirements in India.Underlining the various policy initiatives undertaken by the INC, Mr.Kumar, further stated that the councilhas revised the syllabus.India tops the list in physicians, radiologists, laboratory technicians, dental hygienists, physiotherapistsand medical rehabilitation workers migrating to developed countries. This brain drain and the fact that notenough qualified healthcare professionals are passing out each year to meet the increasing healthcaredemand together have led to acute shortage of qualified healthcare manpower in the country.
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 lakhdoctors, ten lakh nurses and two lakh dental surgeons. The problem is graver in the rural and semi-urbanareas. There has been a falling demand for medicine as a career, obsolete curriculum further aggravatedby pathetic situation of working healthcare professionals. Looking at such dismaying ratio of healthcareprofessionals India needs to come up with strategies that will fill this gap and take care of the boomingIndian healthcare economy which is staled to become a $75 billion industry by 2012." He also highlightedthe 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 aboutincreasing the number the medical professionals. Indian IT sector can very well help striking off the reachaspect by coming forth with innovative solutions in telemedicine, Bluetooth and cellular technologies, saidDr. Tom Mcafee, Dean of Clinical Affairs, San Diago Health Services. At the same time the nation shouldanalyse 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 modelsimbibing Nurse driven care, which can be a reasonable option. Since Nurses also have a first handaccount and understating of medicinal procedures, they should be treated as a counterpart with themainstream professionals.The Session Chairman, Mr Tejpreeet Chopra, President & CEO, GE India, said, World HealthOrganisations report in 2006, named India as one of the country with critical shortage of healthcareprofessionals. This future shortfall should be rectified currently so that we as a nation can makeconcentrated steps on the path of collective development.Mr. Kumar Krishnaswamy, Head � Human Resources, Wockhardt Hospitals Group, said "humanresources functions now should look for innovative solutions and target manpower in rural areas, wherebulk of Indian population lives. This ways we can get them to deliver performance at a competitiveplatform."Sourced From: Confederation of Indian IndustryResuscitating a Sick HospitalA year after acquiring majority stake in Chennais Malar Hospital, Fortis has declared a 70-80per cent growth in the last 10 months from the hospital.SonalVijanalayses the strategies adoptedby Fortis for the dramatic turnaround
We often hear of renowned hospitals functioning as sick unitsas funds dry up. Such is the story of decline of Chennais 180-bed Malar Hospital. Set up in 1992, by late Dr SRamamurthy, a well-known general physician and sonologist,the institutes stopped generating profits. And thus no moneywas ploughed back for further growth. The functioning of thehospital was further hampered by the demise of DrRamamurthy. Though his wife DrNithiya Ramamurthy heldthe reins of the hospital and the company after her husbandsdeath, she could not make the hospital revenue-generating.Thus, in February last year, International Hospital Limited (a wholly owned subsidiary of FortisHealthcare Limited), along with Oscar Investments Limited (OIL) acquired 62.17 per cent equityof Malar Hospitals for Rs 34.68 crore.Its only a year after the acquisition and the revenue of the hospital has nearly doubled and thereis 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 brandequity and is centrally located. We will follow the same strategy in Chennai of setting up huband spoke hospitals, as we have done in Delhi." The group is investing an additional sum of Rs20 crore to turn around the hospital. Fortis reconstructed all patients rooms Fortis reconstructed all patients rooms
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 dont 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 tomake Malar as a centre of excellence in healthcare," says Krish Ramesh, Zonal Director, FortisHealthcare.Immediately after the acquisition, a trained team, who had worked in various Fortis hospitalswere sent to Malar. "Previously, there was no management in place. The aim was to enhance thepatient 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 greaterpatient satisfaction," informs Ramesh. Its a slow and a gradual process. "Turnaround of ahospital will not happen overnight. Here, we want to do it in a phased manner," says DaljitSingh, President-Strategy, Fortis Healthcare Limited. The work will be on for another two tothree years.InfrastructureFirst, Fortis decided to work on the infrastructure of the hospital. "Once the infrastructure is inplace, it will attract good doctors and thus patient volume. We believe customer is the doctor. Agood doctor will get one customer and that one customer will get more customers," saysJasbirGrewal, VP, Operations, Fortis Healthcare Limited. State-of-the-art machines have beeninstalled, the old ones were sold in junk. The patient rooms are also reconstructed to give utmostpatient care like in other Fortis Hospitals in the country.Operational EfficiencyThe 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 clearlydefines both the span and line of control and both authority and responsibility at every level wasestablished. The heads and sub-heads of various departments were appointed.Protocols like Fortis Operating System (FOS), which is used in other Fortis hospitals, will beused here too. As far as IT goes, Wipropact, a HIS system from Wipro is in place since sixmonths. It will also take care of all the back-end operations. "We are in the process of getting a
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 PeriodThere is always a risk involved when a hospital is not operational "Turnaround of awhile the turnaround is going on. Fortis has decided to do the hospital will notturnaround in a phased manner over a span of three years. The happenupgradation in every department is on. While the Fortis brand has overnight. Wealready entered the market, the patients have started pouring in. A want to do it in aFortis official says, "If we had closed down the hospital entirely phased manner"and then started the turnaround, there are chances that the hospitalmay run in losses for some time. We didnt want to take that risk." - Daljit SinghEnsure Employee Satisfaction President-Strategy Fortis Healthcare LimitedNo strategy is complete without addressing the employeesatisfaction. So how does one attract good talent? "We show the "A good doctordoctors the rosy picture, show them that we are here to stay and will get onenot run away like other groups. We are here to invest and show customer andthem that there is growth. They know that the promoters are cash that onerich," adds Grewal. Dr KR Balakrishnan, renowned cardiac customer will getsurgeon leads the cardiac programme as Director-Cardiac more customers"Sciences. The cardiac centre was built with the assistance ofDrBalakrishnan. - JasbirGrewalAfter the acquisition, not a single employee of Malar has been VP-Operationsexpelled. However, the management team is clear that greater Fortis Healthcare Limitedefficiencies will be required. An official adds, "Previouslyeveryone had a lackadaisical attitude, but now we are changing this mindset." He adds that manyemployees 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 SatisfactionIn addition to clinical excellence, the patient also needs to feel good. The hospital exteriors isrevamped 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 patientsatisfaction."The biggest challenge was to change the mindset of the existing staff. Fortis has trained rightfrom the lift men to doctors to serve with a smile. For this, an efficient management team fromFortis was sent to Chennai.Reportedly, the group has hired people from the hotel industry to ensure the finesse and qualityof service.
It is a known fact that clinical excellence is not enough to bring the customer back. If the doctoris good, the customer will also go to a smaller hospital. "We have to offer them good memoriesof the hospital to carry back. After all, this business works on more word-of-mouth publicitythan anything else," feels Ramesh.Market the BrandThe 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 willtell 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-endneurosciences programmes. "Neurology will be the focus for the next one year," informsRamesh.With Malar being Fortiss first foray in Southern healthcare, all eyes are on the functioning of theunit. And the success or failure of managing the unit would decide the fate of Fortis otherprojects in the same email@example.comWe Should Focus on Preventive MeasuresThe Government of India is working on medical devices legislation, in order to standardise thequality of Indian manufactured medical devices
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, Honble 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 Honble 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 themajor pillars on how we can provide healthcare to all segments of society, especially in the ruralarea." Delving upon community care models and innovations, DrVikramChhatwal, ChiefExecutive Officer, Reliance Health, stated, "The economy needs a comprehensive framework foreffective diseases management accessible to the grassroots base of population." Sharing histhoughts on ideal models for the healthcare sector, Shivinder Mohan Singh, Managing Directorand CEO, Fortis Healthcare opined that rather than increasing spending on healthcare, improvedspending will fetch better results. He further commented that the central Government should bean effective regulator, than being a supplier.
Addressing the theme of accessibility and affordability, Ashok Kumar, Deputy Director Generaland Head, Central Bureau of Health Intelligence, Government of India said that the Governmentis now planning to prioritise the national healthcare needs so that a better mechanism could beput 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 andless than 10 per cent of the population is covered. As a result, the price sensitivity is quite highand the quality healthcare facilities cannot be accessed by majority of the population thereforeGovernments intervention in the form of some policy reforms or some regulatory relaxationsbecomes pertinent.Opining on the huge gap of trained manpower, DrNarottamPuri, President Medical Strategy andQuality, 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 withstrategies that will fill this gap and take care of the booming Indian healthcare economy which isslated to become a $75 billion industry by 2012." He also highlighted the need to mainstreamnursing and paramedic staff in the system.Addressing the major issue of manpower constraint, DrAnbumaniRamadoss, Minister of Healthand Family Welfare, Government of India emphasised on the efforts made to tackle themanpower shortage. He stated, "We are in process to recognising post graduate (PG) degreesfrom 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 oftremendous achievement under the National Rural Health Mission (NRHM), he underlined thatthe ministry will come up with programmes like National Urban Health Mission, NationalSchool Programme and Emergency and Trauma Programmes.Some other medical educational reforms that the ministry is working on, as highlighted byDrRamadoss are parity in DNB and MCI courses, changing the MCI regulations in terms of landrequirement of 25 acres at two places within a distance of 15 km. He also highlighted on thepolicy initiative where private hospitals can tie up with district hospitals and start educationalinstitutions.The summit was held in New Delhi from15th and 16th December. Express Healthcare was themedia partner for the event.EH News Bureau
DIRECTOR/CEO/COO/Head Business DevelopmentMBBS, DHA ,MBA over 16 years experience in health care, medical care & hospitaladministration.Specialist in helping organisations especially hospitals to improve profitability by fast pacebusiness development,improving processes & systems, enhanced asset utilisation, implementingcost reduction strategies, helping design dashboards for monitoring and reviewing keyperformance indices of hospital assets and improving service delivery levels.Have adequateexperience to run the operations,achieve business development,control cost ,implementingquality systems,get accreditations & manage hospital & healthcare projects.Haveprevelidge ofworking for leaders in healthcare & hospital industry including Sir GangaramHospital,FortisHealthcare &Wockhardthospitals,Birla Group.PROFILEProfessional with medical & management background, having diverse experience in the field ofhealth care industry ranging from managing overall the operations of multispecialty hospital todeveloping business for the health care organizations. Possess necessary skills for fast pacebusiness development & have strong contacts with medical fraternity. Open to growth in variousverticals of Healthcare including Hospitals, Pharmaceutical, Clinical research, Medical Devicesor Equipments& Biotechnology. Have excellent leadership skills for managing organisations.A change-agent with proven capacity to identify, analyze and solve complex problems, turningunder-performing organizations into profitable business units.An excellent motivator anddeveloper of professional and managerial talent, building teams that achieve results beyondrequirements 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 fromdepartmental to overall hospital or managing regional business.SpecialtiesBusiness Development,ImproveProfitability,Cost reduction strategies.Improving system&Processes,Gettingaccreditations,Talentacquisation etc.in Healthcare organisations.DrSandeepChatraths ExperienceGroup Chief Operating Officer (Operations & Strategy)Metro Hospitals & Heart InstitutesHospital & Health Care industryJuly 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-
Involved in General Administration, Branding & Business Development, Supply Chain & Stores,Human Resource, Engineering Services,Facility Management, Quality Assurance, InternationalBusiness & Finance.COORUKMANI BIRLA HOSPITAL & RESEARCH INSTITUTEJanuary 2010 – July 2011 (1 year 7 months)**COO Rukmani Birla Hospital & Research Institute, Jaipur. It is Part of CK Birla Group whichalso 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 & procurementAt group level helped in formalising strategic areas for business development both for CMRI andBM Birla Heart Centre.Director & Regional Business DevelopmentWockhardt HospitalsPublic Company; 5001-10,000 employees; Pharmaceuticals industry2008 – 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 benchmark for business development.• Marketing hospital services and products to general public, doctors, corporate & key opinionleaders.• Relationship building & recruitment of doctors.• Cost Containment was key focus & cost optimization was successfully achieved in variousgroup 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.
• 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 SuperSpecialty hospital, one of the Most Comprehensive Super Specialty Hospital in NorthernMaharashtra.• 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 abusiness of nearly eight Crore in short span of six months.Hospital started exceeding revenue of2 Crore on monthly basis from 7th month & 3 Crore from 10th month onwards. Empanelled 100corporate companies & 20 Leading TPA companies with the hospital in its 1st year ofoperation.Organised more than 25 CME in various districts, started 3 Outside Hospital OPDclinics & 5 Associated Hospitals in first year of Hospital.• Successfully laid down system & processes for professional running of new hospital withemphasis on cost control.HEAD MEDICAL SERVICES & QUALITYFortis HealthcarePublic Company; 10,001+ employees; Hospital & Health Care industryAugust 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 andreaching 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, haverelevant 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 & MohaliHospitals. 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.
Qualified Lead assessor for NABH & ISO 9002 / OSHA Quality Healthcare Systems.** Worked as Medical Administrator in ESCORTS HOSPITAL, Faridabad from Dec 07 toMay 08. Responsible for Medical Administration, Business Development & Quality.Also was part of core team of McKenzie for streamlining operations, Fortis operating systems .DEPUTY MEDICAL SUPRINTENDENTSir Ganga Ram HospitalPrivately Held; 1001-5000 employees; Hospital & Health Care industryJuly 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 ofexcellence for organ transplantation for South East Asia.• Overall Business Development –played key role in developing Outreach Program for thehospital 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 from300 beds to 750 beds in the period between 1995 to 2005. Awarded John Hopkins hospitalmanagement 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 of2nd & 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 asWaste 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
The doyens of substanceLeaders arent born. They are made. The very essence oftheir leadership is that they have to have a vision. It is avision that they articulate clearly and forcefully on everyoccasion. They are the rare combination of goodmanagers and leaders. Like good managers, they arepeople who do things right but as leaders, they go a stepfurther and also do the right thing. What sets them apartis that they are ready to sacrifice their security blanketsto take risks, to be ready to work harder than anyonearound them to make that vision come true. Theirsuccess is the direct outcome of their sheer hard workand smart thinking and of hours, days and nights spent tomake the success possible. For them, it is a small priceto pay for achieving their goal.Leadership is a framework for seeing inter-relationshipsrather than things, for seeing patterns of change ratherthan 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 socialsciences, engineering, and management. The precedingdecades have applied these tools to understand a widerange of corporate, urban, regional, economic, political,ecological, and even psychological systems. Leadershipis a capacity to define oneself to others in a way thatclarifies and expands a vision of the future. Byexpanding their visions, they include others in theirsuccess. It is not they alone who walk the path ofachievement. They change people and things aroundthem.Corporate leaders play an extremely significant roletoday, in shaping the economic anatomy of a nation. Theindustrial economy of any country depends upon theirrole and performance, be it sustained growth of nationalincome, balancing of international trade or payments,meeting the foreign exchange requirements or mitigatingnational resource disadvantage, the country banks uponthem 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 worldpopulace so much needs. It is them again who providework opportunity for the teeming millions. It is becauseof their contributions mainly, that the most significant