Projects

The Paddocks Hospital, Buckinghamshire, UK

• A 35 bed unit, consisting of two distinct units – 23 bed acute general surgical and medical unit, and 12 bed spinal and head injuries rehabilitation unit.

The Alexandra Hospital, Manchester, UK

• Responsible for the operational, strategic management and development of this 170-bed flagship hospital of BMI Healthcare, the largest independent healthcare provider in the UK with 56 hospitals. The hospital had a turnover of AED480+ million and employed in excess 1,000 staff.
• In the first year grew activity by 4% and profitability by 8%. In the second year a further growth of 12% in operating profit and a 4% improvement in operating margin was achieved

The Blackheath Hospital, London, UK

• Managed this 69 bed hospital in order to develop the clinical portfolio of this well-established hospital in South East London
• Delivered on strategic goals through an effective operational control of departmental heads and by building a strong, cohesive management team who understood the goals and objectives of the business.
• Increasing the portfolio of hospital services by developing individual specialties such as Oncology, Neurosurgery, Orthopaedics and IVF

Responsible for the operational and strategic management of this 102 bed acute, secondary and tertiary hospital, to include business development through sales and marketing strategies to enhance the hospital “brand equity “and maximize the return on capital.

Management of this 300 bed secondary and tertiary hospital, the largest acute private hospital in the UK.

Major financial results:

• Increased gross revenue from AED415 Million to over AED640 million (CAGR 11%)
• Operating profit increased from AED100 million in 1998 to AED180 million in 2002 (CAGR 17%)
• Decreased operating expenses as a percentage of gross revenue by 8%.

Managed this 140 bed, full service acute hospital in Dubai. The role required comprehensive operational and organizational change and the implementation of an extensive expansion strategy of the group, which included satellite clinics and hospitals. Welcare Hospital employed over 600 clinical and non-clinical staff from 42 different nationalities. It had an annual turnover of AED130 million and had an average occupancy of 82%, seeing between 600-800 outpatients per day [an average of 200 per day through A&E].

• Improved the market share of Welcare hospital by leveraging its clinical reputation and increasing its clinical portfolio.
• Revenue increased from AED130 million in 2003 to AED310 million in 2006 (CAGR of 33%).
• Dramatically improved the operating margins through detailed analysis of the cost base and taking appropriate action to improve;

• Short term management of this 250 bed full service hospital to review and implement operational changes to take the hospital from operating loss to profit and increase market share.
• Developed road map to obtain turnaround and commenced activation of plan and then handed management back to the hospital.

Management of the group consisting of two hospitals, a day surgery centre, two clinics and a corporate division providing clinic based healthcare to large companies and hotels including a mobile Doctor home visit company.

• Management of the largest dedicated specialist Aesthetic Medicine Facility in the MENA Region with 25 registered beds and 4 operating rooms and associated facilities.
• In the first 18 months of operation increased revenue by 47% by increasing surgical activity. In the subsequent 18 months EBITDA growth was over 1,000% with all activity sources doubling year on year