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Medical Management

October 04, 2016

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Dr Ashendu Kumar Pandey


Clinician having over 16 years of leadership roles in both Corporate and Trust healthcare units with expertise in Heading Operations of Healthcare Business Units including Pre and Post Hospital Care formats, Strategic Initiatives, Projects, Technology Management and Hospital Planning.

Adding long term and sustainable value to business through effective implementation of strategic shifts and repositioning exercises. Execution excellence.

Highly motivated and self-driven manager with excellent Leadership and Team Building skills .

Passionate about Quality initiatives to improve clinical outcomes and service delivery.

Specialties: Operation Excellence, Strategic Initiatives, Financial Management, Start Ups, People Development, Physician Interactions and recruitment. Specialties


Burjeel Hospitals, Muscat, Oman (CKB appointee at VPS Healthcare)


January 2016 – Till date


1.Directly responsible (full P&L ownership) for 1 hospital (130 beds) and 1 Medical center of Burjeel Hospitals at Muscat.

2.Setting up of greenfield project – Cancer Center (200 beds) and brownfield expansion of medical centers in and around Muscat.


1.Building and Launching green field hospital at Muscat (130 beds hospital, multi-specialty) which included completing project on time, vendor management, promoter management and ensuring ROI targets

2.Closed site for 2nd Medical center- Mabella, Muscat. Project under license approval stage.

3.Manage commencement and expansion of operations

4.Organization-level Strategic Planning and departmental allocation of resources

5.Handle Revenue-recovery from in-patients as well as discounts, adjustments and write-offs

6.Implement Quality Management System; Initiated and led the hospital towards International Level Accreditation

7.Recruitment of Consultants / Resident doctors, managers, technicians, nurses support staff & ensured organization-wide collaboration, coordination and motivation

8.Managed day-to-day trouble-shooting in operations and administration.

9.Coordination of all Medical Committees viz. Medical Staff, Pharmacy, Blood Transfusion, Infection Control etc.

10.Accomplished organization-wide Document Control including drafting applications for participation with National level Health Plans

C K Birla Hospitals, New Delhi


October 2014 – December 2015

The CK Birla Group has pioneered several firsts in India’s healthcare industry. We have 2 hospitals at Kolkata (550 beds) and currently in process of operationalizing our third hospital (225 beds) at Jaipur (Rajasthan) .

Calcutta Medical Research Institute (CMRI) is a multi-specialty hospital established in 1969 in Kolkata. This ten-storey building has over 400 beds and is guided by a mission to offer the highest standards of medical treatment to all sections of society. It is the first Indian institute to conduct a Royal College of General Practitioners (RCGP) course, and the first in East India to develop a tertiary eye care centre. CMRI has also tied up with the LV Prasad Eye Institute, Hyderabad for research and training.

Founded in 1989, the BM Birla Heart Research Centre is the first NABH-accredited hospital in India exclusively for treatment and research related to heart disease. With a capacity of 150 beds, it is India’s first healthcare facility to be awarded ISO 9001, ISO 14001 and OSHAS 18001 certifications. The laboratory at the Centre is the first in India to be recognized by the National Accreditation Board for Testing & Calibration Laboratories (NABL) and College of American Pathologists (CAP).

Operationalized our third hospital (210 beds super specialty) for the group at Jaipur (Rajasthan).


Multi- location management of Clinics, Super specialty hospitals, Day Care / Short stay Surgery Hospitals & laboratory Services across eastern and northern India

Launch of new facility: RBH hospital, Jaipur (213 beds) in association with University College of London.

Multi location management of Healthcare Operations across eastern and northern India

Quality Accreditations- NABL, NABH, JCI

Analysis of Market segments for hospital, clinics, Labs

Financial feasibility of projects, products and services for different market segments

Hospital / Clinic Project Planning

Business Planning, formulate the pricing strategy of various products and service offerings

Preparation of staffing plan identifying numbers, skills and qualifications of clinical and non-clinical staff needed

Clinical Consultant relationships with 1200+ consultants across India.

Preparation & implementation of Protocols, SOPs for Clinic /Hospital environment

Analyze and design a new process flow for achieving Operational excellence in Clinics / hospitals

Intelligent Alignment of all services at clinics / hospitals / central labs for enhancing customer satisfaction across India operations

Clinical Review Meeting

Clinical Excellence

Clinical Audit


1.Turnaround of Kolkata hospitals (CMRI and BMB) by combination of cost optimization, introduction of operations best practices, outsourcing of non core functions, introduction of state of art ITand focus on clinical excellence. This has led to EBIDTA jump of 9% over 2 years.

2.Expansion and modernization of CMRI (running hospital from 410 beds to 700 beds without risking concurrent hospital operations) which included complete master planning of the hospital as per promoter vision, shortlisting architect, identification of PMI and redistribution of medical services to reflect changed face of medicine the way it is practiced (hospital was 40 years old with sub optimal space utilization leading to cost overload)

3.Building and Launching green field hospital at Jaipur (RBH 213 beds hospital, multi-specialty) which included completing project on time, vendor management, promoter management and ensuring ROI targets.

Max Healthcare Limited, New Delhi

Sr. VP – Operations and Emergency

September 2012 – September 2014


3.Directly responsible (full P&L ownership) for 4 hospitals of Max Healthcare at Delhi – NOIDA, Gurgaon, Partparganj and Pitampura. (600+ beds, 600 Cr + annual turnover)

4.Functional Head of Emergency services (Hospital ER and Ambulance services) vertical at Max Healthcare (all 10 hospitals)


11.Turnaround of Max Hospital Pitampura which was never EBIDTA positive ever since inception in 2004. Put in a detailed strategic plan in motion and the hospital not only turned EBIDTA positive (currently giving EBIDTA 18% margins) but also wiped out all its previous losses within 1 year of directly handling operations. After stabilizing the unit, handed over operations to new GM and now intervening as and when required.

12.Change in character of NOIDA Max Hospital from multispecialty unit to a unit focused on mother and child care and surgical center to not only achieve better bottom line but also strategically place the hospital in a niche space to circumvent the low beds at this unit.

13.Successfully face the competition at Gurgaon from big hospitals (FMRI, Artemis, Medanta etc) by carving a long term strategy to consciously move from tertiary/ quaternary healthcare space to focused secondary care space (friendly neighborhood hospital feel), wherein we now cater to all secondary care specialties. This has helped us reach highest ever top line and best ever PAT.

14.Set up a new functional vertical: Emergency and Ambulance Services- With active realization that ER contributes to 30% of top line for our hospitals; I actively consolidated the business and integrated the same with ambulance vertical. This has led to more ER conversions taking the contribution of ER services resulting in admissions to 40% to Max healthcare topline

15.Involved in launching Gr. NOIDA hospital (110 beds). Set up initial core team, actively involved in recruiting clinicians and other medical and non medical staff as well as setting up processes and protocols. This is a low cost model hospital because this hospital has eventually to scale up to 1000 bed facility as a part of greater medical university plan.

Fortis Healthcare Limited, New Delhi

Head-FESL and Chief Quality Officer (CQO)

July 2008 – September 2012


1.Set up standardization of medical quality parameters “Pan Fortis Healthcare” leading to NABH accreditation for all units and JCI for select hospitals.



4.Set up a new company for Fortis - Fortis Emergency Services Limited (FESL), 100% owned subsidiary of Fortis Healthcare Ltd. to handle pre hospital care and emergency services PAN FORTIS group of hospitals

5.Directly responsible (full P&L ownership) for Fortis healthcare Hospitals at-Kota, Moradabad and Karol Bagh (New Delhi)

6.Launched MEDIPHONE services in association with AIRTEL and Religare Technologies PAN INDIA


As CQO responsible for setting up and regular monitoring of medical quality standards pan fortis with oversight of regional quality teams.

Roll out of clinical pathways across select specialties

CLINICAL AUDIT rolled out first time at Fortis- Pan Fortis initiative.

Head of SBU-Fortis Emergency Services Limited with independent P&L which is responsible for emergency medical evacuation and running Emergency Departments pan Fortis (all 66 hospitals in India). Currently operational through DIAL 10-50-10

Managing 3 hospitals in low cost format to achieve EBIDTA break even in 18 months of launch.

Chief Medical Advisor (Healthfore, Religare Technologies, a Fortis sister concern) advising on cost effective technology solution to offer healthcare services (Teletriage, Teleradiology, Telepathology) to urban, semi urban and rural markets both through PPP (Govt. of Gujarat and Uttarakhand) and private ventures (MEDIPHONE in association with AIRTEL).

Part of Fortis Medical Operations Group: MOG takes care of all medical operations pan Fortis which includes medical programs (new and old), credentialing / privileging of doctors, medical equipment planning, capex purchase, doctor recruitment, assisting CEO in all medical issues

GVK Emergency Management and Research Institute, Ahmadabad

Sr. Partner- EMLC, Hospital Relations and Quality

June 2007 – July 2008


Medical Operations of GVK EMRI for the state of Gujarat

EMT Training, Hospital relations and Quality vertical head

Furnishing impetus for health care reforms, designing Emergency Medical Services and Triage rooms across the state for Govt. of Assam and Gujarat.

Interfacing with Central and State Governments for business development and brand awareness.

Participating in international forums & conferences for creating awareness of pre hospital or emergency care.

Conditioning internal organization on American Health Association Guidelines and providing training module in association with the Stanford University.

Ascertaining healthy working relationship between EMRI and various hospitals (private or Corporate or Govt.) including benchmarking of all hospitals in EMRI network.

Assuring Quality Ambulance operations, Call Centre operations, Medical directions, Customer feedback management system, Process adherence, and ISO or NABH certifications.

Executing the ambulance medical audit, practice audit and death audit.

Max Healthcare Limited, New Delhi

Jr. Consultant - Orthopedics

January 2006 – June 2007

Apollo Hospitals Limited, Chennai

Sr. Registrar- Orthopedics

September 2005 – January 2006

M D Oswal Cancer Hospital and Research Centre, Ludhiana

Assistant Medical Superintendent and Chief Registrar- Orthopedic Oncology

July 2003 – August 2005

Post Graduate Institute of Medical Sciences, Rohtak, Haryana

Post Graduation in Orthopedics

July 2001 – June 2003

Safdurjung Hospital, New Delhi

House job in Pediatrics and ENT

October 1999 – June 2001


NABH certification of M D Oswal Cancer Hospital and Research Centre

Introduction of Fellowship in Orthopedic Oncology at Max Healthcare – Institute of Joint Replacement and Bone Surgery


Monitoring administrative function of multiple departments and ensuring adherence to prescribed standards and operational SOPs.

Ensuring adherence to NABH and other accreditation standards

Handling the recruitment of Staff & Resident Doctors.

Ensuring the coordination of Consultants for effective operations and crisis management.

Performing complex trauma surgeries including injuries around ankle, hip, knee and shoulder, spine surgeries, arthroplasty, orthopedics oncology, etc.

Directing the teaching, training and supervision of D.N.B post graduate students

Post Graduate Institute of Medical Sciences, Rohtak, Haryana

Post Graduation in Orthopedics

July 2001 – July 2003


EMRI McKinsey Leadership Development Programme 2007

Post Graduate Institute of Medical Sciences, Rohtak, Haryana

D. Ortho, 2003

Goa Medical College, Panaji, Goa

MBBS, 1999


References are available upon request.

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