Jul 2024 – May 2025 · 10 mos · Abu Dhabi Emirate, United Arab Emirates · On-site

• Financial & operational oversight of 16 JCI Accredited facilities (including Long term Care), 1 CARF facility, 7 ISO Labs & 1 CAP Lab. Responsible for Budgets and P&L while heading Operations & facilities management across all facilities.
• Responsible for overall financial & operational performance of the Hospital & Clinic Units
• Responsible for Doctor productivity metrics – Acquiring & developing Doctor practices, supporting Clinical programs with sub-specialties & Doctor compensation modelling
• Defined & rolled out Operations-Committee playbook - Operational & Service outcomes for each Business Unit (BU) with outcome benchmarks
• Re-engineered business processes to optimize patient touch points – VOC
• Strengthened & expanded Hub & Spoke Model between Clinics & Hospitals – Clinical scope & Referrals
• Initiated Doctors community reach initiatives – Open House events, Round Table Meets, Case of the week, Know Your Doctor (KYD) program & Shared resources framework
• Evolved “Registration # Growth Strategy”
• Consolidated Patient centric initiatives – Call Center, Mobile App, CRM
• Active participation on multiple committees (e.g., Pricing Committee, Clinical PMO & Operations PMO, Operations Committee, Revenue Cycle Management Committee, Procurement Committee, Strategy Committee etc ).
• Providing strategic recommendations to enhance financial performance and new business opportunities.

Dec 2016 – Jul 2024 · 7 yrs 7 mos · Navi Mumbai

• Oversight of Regional Units in states of Maharastra & Gujrat. Led Doctor engagement initiatives in evolving Centre of Excellence (COE) for Clinical programs, assuring revenue & margin sustenance, interfacing & working with Public Health Authorities in participative healthcare reforms.
• Responsible for overall financial & operational performance of the Unit
• Responsible for Consultant engagement including on-boarding & compensation
• Created Clinical & Non-Clinical Leads to manage Risk Management, Performance Improvement, Operations Committee, HR Committee, Revenue Optimization, Physician Advisory Committee.
• Responsible for planning, implementing, managing and optimizing all Consultant compensation & productivity reviews.
• Supervising due diligence, handling business & Physician practice acquisitions with business valuations & financial reviews.
• Providing strategic recommendations to enhance financial performance and new business opportunities.
• Ensuring effective internal controls are in place and compliance with applicable regulatory legislation for financial and tax reporting.
• Managed Spend Management initiatives thru material renegotiations to reduce multiple brand exposures for similar product lines.
• Initiated standardization of biomedical equipment to standardize consumable costs.
• Spearheading HiMSS EMR adaptability

Apr 2010 – Nov 2016 · 6 yrs 7 mos · Dubai

• Led & oversighted finance, billing, revenue management, IT, and material department services. Member of Risk Management, Performance Improvement, Finance, Utilization Review, Assets & Contracts, HR, Revenue Optimization, Technology, and Product Review & Standardization Committees.
• Responsible for planning, implementing, managing and controlling all financial-related activities including the development of financial and operational strategies & treasury functions
• Managing accounting, finance, forecasting, legal, strategic planning, deal analysis, negotiations and investor relations.
• Supervising due diligence, handling business & Physician practice acquisitions with business valuations & financial reviews.
• Providing strategic recommendations to enhance financial performance and new business opportunities.
• Ensuring effective internal controls are in place and compliance with applicable regulatory legislation for financial and tax reporting.
• Managed material renegotiations to reduce multiple brand exposures for similar product lines. Initiated standardization of biomedical equipment to standardize consumable costs. Restructured staff health plan for annual savings.
• Spearheaded ICD 10 and CPT adoption strategy & strategized HIMSS EMR adaptability to achieve 5.6 out of 7 rating.
• Liaised with Dubai Health Authority for policy changes and feedback on proposed resolutions. Currently working on DRG costing/process changes.
• Led the Revenue Cycle Management - Restructured discount proposal with progressive volume rebates. Initiated utilization review for claim review with payers, physician query process via scrubbing of claims, and open house to orient payers with hospital services.
• Launched physician productivity dashboard based on MGMA/utilization metrics for performance/compensation reviews.
• Set up HIS, billing process, payer agreements, physician contracts for hospital’s 1st satellite ambulatory clinic.

May 2006 – Mar 2010 · 3 yrs 10 mos

• Established all financial, IT, and recruitment systems for a 275-bed multi specialty JCI accredited, joint venture between Apollo Hospitals and local investors in Bangalore, India.
• Directed finance, billing, revenue management, IT, materials department services, HR, internal audit, and marketing functions. Member of Risk Management, Performance Improvement, and Finance Committees.
• Achieved operational break even within 18 months of operations through cost leadership coupled with business growth initiatives.
• Responsible for planning, implementing, managing and controlling all financial-related activities including the development of financial and operational strategies & treasury functions
• Managing accounting, finance, forecasting, legal, strategic planning, deal analysis, negotiations and investor relations.
• Providing strategic recommendations to enhance financial performance and new business opportunities.
• Ensuring effective internal controls are in place and compliance with applicable regulatory legislation for financial and tax reporting.
• Designed and implemented HIS systems, including SCM and financial accounting with multiple pilot runs before hospital’s opening. Designed and devised appropriate physician compensation for recruitment and retention of physicians. Linked physician productivity metrics with physician compensation initiatives.
• Initiated Internal Audit “Night Audit” to review billing accuracy and consistency.
• Lowered interest exposure and extended payback period by restructuring debt for hospital.
• Generated savings by introducing cost savings initiatives on consumables.
• Initiated business development agreements with insurance, government organizations, and community physicians. Structured Pan-India ambulance deal and led other business development initiatives.

Sep 2002 – Apr 2006 · 3 yrs 7 mos

• Directed finance, billing, IT, materials department services, pharmacy, and internal audit functions during period of organizational transition for 350-bed multispecialty joint venture between Apollo Hospitals and Charitable Trust in Pune, India.
• Initiated concept of annual operating plans that included establishment of financial and non-financial metrics. Shifted physician from salaried model to fee for service (FFS) model. Handled 2 staff wage union settlements involving significant negotiations and discussions.
• Responsible for planning, implementing, managing and controlling all financial-related activities including the development of financial and operational strategies & treasury functions
• Managing accounting, finance, forecasting, legal, strategic planning, deal analysis, negotiations and investor relations.
• Providing strategic recommendations to enhance financial performance and new business opportunities.
• Ensuring effective internal controls are in place and compliance with applicable regulatory legislation for financial and tax reporting.
• Achieved efficiencies and generated cost savings by evolving and setting up processes for SCM in pharmacy and consumables.
• Facilitated Trust’s clinical trials and fund raising for research activities for multiple oncology projects.
• Changed physician contracts, set up billing guidelines, devised budgets and operational plans, and revamped IT systems in support of organization’s transition to a for profit trust.
• Established IT system with clear blueprint of billing and doctor payouts.
• Initiated business development initiatives with insurance, government organizations, and community physicians.

Aug 2001 – Aug 2002 · 1 yr · Pune Talegoan

• Key challenges involved company’s financially struggling Poultry and Flask Business Units.
• Oversaw financial closure of individual strategic business units and group consolidations. Worked with McKinsey consultants for business valuations and brand evaluation. Built alliances with Tupperware, Amway, Salton, and Westfalia for business development and brand sharing.

Jan 2000 – Jan 2001 · 1 yr · Pune Area, India

• Provided financial and operational leadership for a national recruitment and training company.
• Prepared business plan and valuation of business and raised funds through venture capitalists and their appropriate allocations. Worked with Deloitte & Touche on VC funding. Initiated organizational development plan, created ESOP policy and budgetary control system, and handled finalization and audit of account books. Developed financial models for cost centers, analyzed feasibility of new projects and strategies, and fulfilled statutory compliance requirements (RBI, STPI, patents, trademarks, FERA, Shop Act, Income Tax, etc.).

Dec 1998 – Oct 2000 · 1 yr 10 mos · Nāsik Area, India

• Managed cash flow operations and facilitated pricing strategies and costing tea for manufacturing and distribution company seeking to secure additional fund infusions for expansion of supply chain distribution and growth.
• Initiated activity-based costing and a zero-based budgeting exercise. Undertook active financial working for valuation exercise with KPMG Consultants. Facilitated personnel development plan for managers and senior management team. Led ISO implementation as a lead auditor.

Jan 1994 – Jan 1998 · 4 yrs · Nāsik Area, India

• Handled finalization of accounts, inter-unit reconciliations between all branches in India and overseas operations, commercial and banking transactions of imports of raw materials for engineering company specializing in manufacturing of IV panels and cogeneration units.
• Led multiple small group activities (SGIA) under Kaizen and served as key member of task force implementing SAP. Drove successful effort to resolve unreconciled debtors and receivables dues. Improved efficiency of financial reporting by revising existing chart of account and CCH account codes.