Manager – Healthcare Transformation at PwC US (2025-05 – Present)
- Led strategic operations and transformation initiatives for healthcare clients, partnering with leadership teams to translate business priorities into scalable execution plans
- Managed a $15M portfolio and $8M growth pipeline, aligning delivery capabilities with business expansion objectives
- Directed a 17-member cross-functional team across operations, analytics, and product transformation initiatives
- Established governance mechanisms, delivery cadences, and operational review structures to improve execution visibility and stakeholder alignment
- Drove operational efficiency initiatives that reduced delivery turnaround time by 50% through process redesign and workflow optimization
- Collaborated with executive stakeholders to prioritize enterprise initiatives, resource planning, and capability scaling
- Supported strategic decision-making through analytics-led operational insights and transformation roadmaps
- Achieved 47% team scale-up aligned with client growth and delivery expansion
Senior Associate – Healthcare Transformation at PwC US (2022-03 – 2025-04)
- Delivered 12+ enterprise transformation initiatives across healthcare payers and providers spanning operating model redesign, M&A strategy, automation, and cost optimization
- Led Fit-for-Growth initiatives focused on process optimization, governance enhancement, and scalable operational models
- Identified 37 affordability opportunities with potential savings of $150M under enterprise cost optimization programs
- Partnered with leadership teams to design governance frameworks, cost-to-serve models, and operational transformation strategies
- Developed strategic POVs and POCs on Hospitals of the Future, Digital Command Centers and Phygital Care
- Coordinated cross-functional stakeholders across business, operations, analytics, and clinical teams to drive execution alignment
- Supported analytics-driven decision-making through dashboards, financial models, and operational insights
Manager – Medical Administration & Quality at CLOUDNINE HOSPITALS – CORPORATE HQ (2019-06 – 2022-03)
- Led enterprise quality and operational governance across 24 hospital units with annual business revenue of approximately ₹769.4 Cr
- Supported operational oversight across a network handling approximately 850,000 annual OPD footfalls
- Collaborated with leadership teams and clinical stakeholders across approximately 528 consultants (~22 consultants per unit) to align operational, quality, and patient experience initiatives
- Defined group-level strategic priorities, governance structures, and execution roadmaps for enterprise-wide quality and operational programs
- Built enterprise dashboards tracking clinical, operational, and compliance KPIs across all units to support leadership decision-making and performance reviews
- Established incident management, escalation, and risk governance frameworks improving operational visibility and accountability across units
- Led accreditation readiness, audits, and compliance management programs across units under NABH and NNF standards
- Facilitated cross-functional governance reviews, stakeholder meetings, and continuous improvement initiatives across regional and corporate teams
- Supported due diligence and operational assessment activities in collaboration with finance, legal, and business leadership teams
- Standardized RCA, CAPA, risk assessment, and governance documentation frameworks across the organization to improve consistency and execution discipline
Assistant Manager / Senior Executive – Quality at CLOUDNINE HOSPITALS – CORPORATE HQ (2015-04 – 2019-05)
- Managed enterprise quality calendars, accreditation milestones, operational audits, and compliance reviews across multiple units
- Consolidated operational and clinical KPIs into dashboards presented during quarterly leadership reviews
- Led RCA and CAPA initiatives for operational incidents, ensuring closure tracking and compliance adherence
- Established governance committees including Quality & Safety and Infection Control with defined structures and review cadence
- Implemented enterprise risk management and disaster preparedness frameworks including business continuity planning and mitigation tracking
- Coordinated multi-stakeholder operational readiness programs and accreditation initiatives across units
Executive – Operations at Apollo Hospitals (2013-11 – 2014-11)
- Managed end-to-end operational workflows across OPD, Health Check, Radiology, admissions, and patient flow management
- Drove operational excellence initiatives that reduced Health Check turnaround time from 7 hours to 4 hours through workflow redesign and process optimization
- Coordinated cross-functional teams across clinical, diagnostic, and support services to improve throughput and service efficiency
- Supported accreditation readiness, SOP standardization, and operational governance initiatives under JCI and NABL frameworks
- Contributed to capacity optimization initiatives through analytics-driven bed management and discharge planning
- Managed staffing coordination, scheduling, vendor management, and operational escalations for critical service lines
Senior Lecturer at Padmashree College of Hospital Administration (2012-01 – 2012-12)
- Delivered lectures on hospital administration topics to diverse student groups
- Developed innovative course materials to enhance student learning experiences
- Mentored junior faculty and guided research projects in health management
- Facilitated postgraduate students' dissertation development, enhancing research skills and academic rigor
Clinical Queries Manager at BGS Global Hospitals (2011-01 – 2012-12)
- Coordinated international patient queries and developed treatment plans
- Coordinated patient care services to ensure timely and effective treatments
- Oversaw daily operations and workflow management in healthcare settings
- Developed staff training programs to enhance service quality and efficiency
