Umesh Nichat

A Transformational Leader directing hospital financial turnarounds A Turnkey Specialist

Hands On Experience in Transformation of Start-up companies into Professional Organizations

New Healthcare/Hospital Business Set Up

Stakeholder engagement

Strategic design & intervention

Services development

Facilities improvement

Quality Management : ISO, NABH, JCI, ACHS

Systems design and development

System Implementation

Doctor Engagement

Employee Engagement

Investor Relations

Interested in Creating avenues for business Idea Buyers

Internal Marketing

Customer Relations

General Operations & Process Reengineering

Project design and management; Community & Stakeholder Engagement, Organisational Development, Business Planning

HMIS Implementation

Medical Tourism

Dear Sir/Madam,

PFA the brief below for your perusal with my CV attached

I have been a transformational turnaround specialist for many hospitals since last 26 years and would see such an opportunity in your hospital for cost reduction, cultural change and betterment of EBITDA.

• Nahar Medical Centre

I started my job at Nahar Medical Centre as Centre Head in the month of June 2011, The Major work done is as below:

• Planning of services for a luxury diagnostic centre in Chandivali, Powai, Mumbai
• Design planning with Architects
• Equipment planning
• Manpower Planning
• Phase wise deployment of Staff as per availability of Equipment to get better ROI
• Marketing plan for the Diagnostic Centre
• Achievements:

a. Commissioning of the diagnostic centre within 7 Months of Joining b. Longterm Equipment CMC and AMC to tackle the inflation and dollar rate fluctuation c. Breakeven in 12 Months of Commissioning

• Pacific International Hospital, Papua New Guinea

I started my job at Pacific International Hospital as Director Of Operations & Marketing in the month of Jan 2014, The Major work done is as below:

• A structure was available with no equipment, no installations for MEP, just a Box built on a land of 1.5 acres with no utility
• Planning of services for a 150 bedded Hospital and 10 bed in Rehab attached to Psychiatry and Physiotherapy
• Design planning with Architects as the structure was old and required reinforcement at various places with major installations
• Equipment planning a. Cath Lab b. Ophthal Centre c. 6 Major Theatres d. Excellence centre for Joint Replacement e. Endoscopy Unit with GI, Sigmoidoscopy, ERCP, Colonoscopy etc f. Diagnostic Centre i. 1.5T MRI ii. 64 Slice CT Scanner iii. 500 MA X-ray Unit iv. Ultrasound unit with USG and 2D Echo v. Tread Mill vi. A full fledged Lab setup as ours was the only private referral centre for all over the country g. 8 beds of Cardiac Intensive Care Unit h. 6 Beds of Medical Intensive Care Unit i. 6 Beds of Surgical Intensive Care Unit j. Optical Centre k. Emergency Centre with Medevac Facility
• Manpower Planning a. A total of 617 staff was employed as it was a high volume centre with a diverse cultural mix, Papua New Guinean’s, Philipino’s, Indians, Australians, Nigerian’s, Sri Lankan’s, Fiji, Nepali’s & Pakistani’s
• Marketing plan was executed with 7 Team members to achieve a breakeven within 08 months of Functioning
• Achievements:

a. Commissioning of the unit within 8 Months of Joining b. Long term Equipment CMC and AMC to tackle the inflation and dollar rate fluctuation c. Breakeven in 12 Months of Commissioning d. Buying all the consumables from China directly to save on costs upto 42%, we were able to buy goods of about 48 containers including stationary, signages, branding materials, etc

• Mediheal Hospital, Kenya

I was Leading a group of Hospitals as Sr. Vice President with following Roles & Responsibilities:

• 02 Hospitals of 150 Beds
• 01 Hospital of 100 beds
• 07 Diagnostic Centres
• Total 1400+ staff
• Total 178 Indian doctors & staff and rest was Kenyan staff
• Managing the whole P & L
• Managing Financial assistance wherever required in cracking deals with PE Finance and Equity Finance, also Banking Finance proposals through CFO
• Preparing and Implementing Policies and Protocols for smooth Administration
• Safecare(which is like NABH for Africa) audits
• Developing Corporate Relationships
• Maintaining Profits above 38% of the total revenue
• Maintaining Staff costs below 28% of the total Revenue
• Commissioning High Intensity departments like Kidney & Liver Transplants, Cath Lab and Cardiothoracic Department, etc (Attached the Licenses on My name)
• I started my tenure with them where they were earning about 17 crore for a month in the whole group, In five years we reached about 44-45 Crores a month
• Breakeven in 12 Months of Commissioning
• Attrition rate of employee’s was as low as 2.1% in between 2017-2021

BAMS Bachelor of Ayurveda Medicine and Science

PGDHA Post Graduation Diploma in Hospital Administration