MedEx Healthcare Management Co. Limited profile ... Established in Cairo, Egypt in the middle of investment opportunities in healthcare to fulfil investors requirements from Concept and Design to Operation and Management ... with full commitment to the highest international standards ... Contact: Mobile: +2 01156609696 Email: medexhealthcare@outlook.com

2. Contents
 MedEx Brief.
 Our Approach.
 Plan and Way Forward.

3. Company Brief
• MedEx Healthcare Management is a group of Healthcare Leaders
and highly qualified Medical Executives and Professionals with
long standing experience in providing Hospitals and Healthcare
Management solutions in Egypt and MENA region.
• Established under Egypt’s General Authority for Investment and
Free Zones (GAFI) as a limited company, 2016, MedEx was
created to have a positive and effective role in the community and
enhance the healthcare service levels.
• MedEx provides full integrated chain of high value services and
products from concept design to realization, delivery,
management and operation that ensure hospitals are providing
highest quality healthcare services based on international
standards of care JCI, the same time that enable owners to
maximize their return on investment ROI.

4. Chief Executive Officer
Dr.Ahmed Yasser Soliman
MBBCH, MSc, MBA, MD (UK)
Professor Int’l Healthcare Management
Academy of Leadership Sciences
Switzerland
Consultant General and Laparoscopic surgeon with a long track record in
highly reputable JCI accredited hospitals as a strategic visionary leader,
with a strong ability to clearly articulate goals and action plans, set
priorities, network effectively, actively guide execution, monitor
performance, and provide feedback with strong leadership qualities,
managerial, communications and inter-personal skills, and the ability to
create a strong and cohesive operations with multi cultural and
multinational team. Led and participated in a significant number of teams
throughout working career, focused on increasing productivity and
maximizing effectiveness through effective leadership and technology.
• Certified International Healthcare
Professional ... IESE Business
School, Barcelona, Spain
• MBA, International Healthcare
Management, Aberdeen
University, Scotland, UK
• Fellowship, Chartered
Management Institute, London,
United Kingdom
• Chief Executive Officer, Topmed,
Strategic arm of Saudi German
Hospitals Group , Egypt.
• Corporate Chief Medical Officer,
Alameda Healthcare Group owner
of As-Salam Int’l and Dar Alfouad
Hospitals, Egypt.
• Executive Director, Al.Rafea
Hospital, Makkah, KSA.
• Assistant Chief Executive
Officer for Corporate Projects,
Saad Specialist Hospital (JCIA),
Al.Khobar, Saudi Arabia.
• Consultant Surgeon, MDFD
Saudi Aramco and Al.Mana
General Hospital group,
AL.Khobar, Saudi Arabia.
• Medical Director, Al-Barakat
Medical Center , Riyadh, KSA.

5. Value Proposition
Concept and
Design
Construction
Project
Management
Equipment
Operation and
Management
Process
Enhancement
and
Automation
Developing concept
Architecture design
Technical design
Biomedical design
Investment
management
RFP preparation
Tendering process
Supervision
Delivery
FF&E
All type of equipment
Equipment automation
Full operation &
management
Physicians
Nursing
Marketing and sales
HR Functions
HC delivery process
enhancements
IT Infrastructure
Back office Systems
Patient Management
Systems
Clinical management
Systems
LIS, RIS, CDSS, etc.
Innovative Solutions

6. ManagementTeam Composition
Management
Network &
Reach
Experience
Knowledge
• The team is a unique combination of
integrated knowledge, experience,
network and reach with competitive
management capabilities, which builds
our company competitive advantage.
• The company structure will be attractive
to potential serious investors.

7. MedEx BusinessPartners

8. Project Phases
Phase I
• Demand Assessment and Analysis Study
Phase II
• Master Plan
Phase III
• Feasibility Study
Phase IV
• Project Design
Phase V
• Construction Supervision
Phase VI
• Procurement and Commissioning
Phase VII
• Management and Operation

9. DemandAssessment
• Demand for healthcare in Egypt exceeds supply by far which is
evident by the small number of total all over beds (130,600) for
both public and private sectors with almost 75% out of them are
public and less than 25% are private. It is only 14.4 beds / 10000
people in Egypt which is remarkably low compared by same ratio
all over the world from 18 – 22 beds / 10000 people.
• It is also estimated that almost 42% of the total Egyptian
population is not covered by healthcare and more than 70% of
healthcare spending is out of pocket expenditure.
• Egypt really lacks high quality healthcare services which has a
high demand with a limited supply of highly reputable
internationally accredited hospitals and healthcare facilities …
this as well is considered a significant relative advantage for
investors who have the brand and ability to provide such
services with a remarkably high value return on investment.

10. Creating Demand
• Fill the gap.
• Medical Tourism
• Physicians Relocation
• Need For High Quality Services

11. SWOTAnalysis
Strength:
What are your core competencies?
Where are your highest revenue?
What are your advantages?
What are you doing well?
Opportunities:
Niches that competitors are missing?
Innovations and new technologies?
New needs of customers?
Any beneficial trends?
Weakness:
Where do you lack resources?
Where do you losing money?
What areas are you avoiding?
What you are doing poorly?
Threats:
Negative economic conditions?
Successful competitors?
Obstacles to overcome?
Government regulation?

12. Feasibility Study
• Based upon the outcome of the Demand Assessment,
Analysis Study and the Master Plan, a Feasibility
Study shall be developed predicting the viability of the
project based on the services that shall be rendered
during the coming 10 Years highlighting the required
financial investment, cash flow projections and the
anticipated return on this investment.
• This will be provided initially by predicted Business
Case Scenarios: Worst Case, Most Likely Case and
Best Case Scenarios that will facilitate the decision
process. Upon selecting the Business Case Scenario,
documents can be shared with the different Investors
delineating the Market Review, Market Target,
Assumptions and Financial Model

13. Planned Clinical Services
Outpatient Services - Clinics
 Internal Medicine – Cardiology,
Dermatology, General Medicine,
Family Medicine, Gastroenterology,
Neurology, Pain, etc.
 Surgical Clinics, Dental, Eye Care,
ENT, General Surgery Clinic, Urology
Clinic, Orthopedics and Sports
Medicine, etc.
 Women and Children Clinics ,
Internal Care, Prevention
Vaccination, Pediatric
Gastroenterology, etc.
Inpatient Services
 Intensive Care , NICU, ICU, and
SCBU (Special Care Baby Unit)
 Internal Medicine, Cardiology,
Dermatology, Gastroenterology,
Neurology, Hematology, etc.
 Surgery, Cardiovascular Surgery,
ENT/Maxillofacial, General
Surgery, Neurosurgery,
Orthopedic Surgery, etc.
 Women and Children,
Gynecology, Obstetrics, General
Pediatrics ,….etc.
Centers of Excellence
• Women and Child Health
• Cardiovascular Center
 Orthopedic Services
 Neurology Center
 Obesity Center

14. Project Design and Master Plan
• Preliminary Study
• Schematic Study
• Design Development
• Construction Documentation
• Tender Pre-qualification and
Procedure & Award of Contract
• Construction Supervision

15. Design by Gresham Smith & Partners

16. Design by Gresham Smith & Partners

17. Design by Gresham Smith & Partners

18. Design by Gresham Smith & Partners

19. Design by Gresham Smith & Partners

20. Clinic Models

21. Procurement and commissioning
• Selection and procurement of all the medical
equipments, furniture and fixtures that are
required with specifications, recommended
products, manufacturer, quantities and prices.
• Upon delivery, ensuring that the different
vendors have installed these equipments
according to the specified requirements and
that all are commissioned, tested and
compliant with the international standards.
• Ensuring that all the furniture and fixtures are
made available and are in working condition
to meet the needs of the proper operation
and functioning of the health care facility.

22. CAPEXAssumptions
Cost Assumptions for a successful Hospital project
 Standard cost per bed is 500K$ (range 380K$-500K$)
 Ratios:
 Project IRR: 18-25 %
 Leverage: 1:1
 EBITDA: >25%
 Payback: 5-6 years
 Final figures will be developed within the FS

23. Financial Options
CAPEX
Equity
Owner
Investor
Debt Bank
CAPEX
Equity Owner
Debt Bank
Option 1 Option 2
Progressive Development Plan
- Initial CAPEX
- Additional CAPEX (Operating Profit, Equity)
Full Development Plan
- Needed total CAPEX

24. DevelopmentApproach
• Conducting Demand Assessment and Analysis Studies
• Feasibility and Business Study
• Master Planning
• Medical Planning
• Space Programming
• Review medical and health planning services
• FF&E Programs, Layouts and Room Datasheets
• Procurement Planning, Contract Management
• Commissioning and Testing
• Review Project Design
• Operation & Management
• Prepares the detailed operation plans
• Prepares the Organization Structure of the facility
Develops a turnkey
project from concept
design to operation and
management

25. Scope Details
[1] Medical and Health
Planning Services
•Demand Assessment and Analysis
Studies
•Feasibility and Business Study
•Master Planning
•Medical Planning
•Space Programming
•FF&E Programs, Layouts and Room
Datasheets
•Procurement Planning, Contract
Management, Commissioning and
Testing
[2] Project Design
•Preliminary Study
•Schematic Study
•Design Development and Construction
Documentation
•Tender Pre-qualification, Procedure and
Award of Contract
•Construction Supervision
[3] Operating and
Management Services
•Facility Compliance with Accreditation
Standards
•Adopting the best practices in health
management

26. Operation and Management
[1] Organization Structure
• Setting up Vision, Mission, Values, Goals and Objectives
• General Health Administration Principles
• Service Planning
• Supervisory Management
• Committees Management
• Hospital and Departmental Policies and Procedures
• Clinical Services Programs
• Emergency Care Management
• Medical Staff Management
• Medical Staff By Laws, Rules and Regulations
• Credentialing and Privileging
• Continuous Medical Education
• Medical Staff Productivity
• Nursing Management Programs

27. Operation and Management
[2] Organization Structure
• General Health Administration Principles
• Electronic Medical Records Management
• Management Of Clinical Support Services
• Quality Improvement and Risk Management Program
• International Accreditation
• Radiation And Laboratory Safety
• Medication Management
• Physical Medicine And Rehabilitation Management
• Human Resources Management
• Staffing Plan
• Recruitment Selection
• Orientation Plans
• Performance Appraisal
• Staff Education
• Job Descriptions
• Competencies
• Training And Education

28. Operation and Management
[3] Organization Structure
• General Health Administration Principles
• Facility Management
• Health and Safety Environment
• Biomedical Engineering Management
• Waste Management
• Supply Chain and Materials Management
• Financial Management and Budgeting, Cost Accounting, Budget Control and
Cost Containment
• Revenue Cycle, Health Marketing, Health Insurance, Managed Care and
Contract Management
• Support Services, Dietary and Kitchen, Housekeeping, Laundry and Security
• Customer Satisfaction
• Training and Continuous Education

29. All agreements related to
the project
Financial Close
Project Kick-Off
Project Development &
Execution
Preparation of O&M Plan
Commence Operations
2
3
*
24 - 30 Months
*
ProposedTimelines
Overall project time line is 30 – 36 months

30. Project Path Forward
• Signing needed agreements:
• Agree on scope and responsibilities
• Agree on cost and payment terms
• Sign an Agreement(s) [Project Execution and Delivery, O&M]
• Executing the project (design, construction, MEP, Facade, FF&E, commissioning)
• Preparation of O&M (C-Suite, Recruitment, Organization Structure, Commissioning, soft-run and
operation)
• Develop FS for final project figures
• Approach investment network for equity
• Approach banks for debt
• Agree on final finance plan
• Project kick-off

31. Project Consultant
• Owner company is to assign a qualified consultant representing it and
reflecting its vision and scope of services with a specific roles on its behalf
throughout its all phases.
• A well identified action plan with the assigned companies and contractors in
accordance with company polices and procedures in this regards.
• Overall supervision of all project phases.

32. Healthcare as it should be ...!
http://medexhealthcare.webs.com