Ankit Mahendra

Experience

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  Fortis Healthcare

  May 2008 - May 2011

  Assistant Manager

  1. Business Planning & Financial Modelling: Part of the team (reporting to MD & Chairman-Fortis Healthcare) handling restructuring of Fortis FMRI Gurgaon hospital project. Built complete financial (business) model for FMRI Gurgaon, capital budgeting for medical equipment & design and budget optimization (Civil, MEP etc.) along with discussions with the architectural firm.2. Key Account Management: Worked on 2 JV's - Fortis & DaVita, US [Fortis-DVA Dialysis Centers in Delhi NCR] and Fortis & CDOC, an “out of hospital” chain of diabetes centers with Dr Anoop Mishra (Endocrinologist).3. Business Development & Operations: Founding member of Fortis Renkare , a chain of free standing & in-hospital dialysis centers by Fortis Healthcare, launched initial centers. Show less

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  Fresenius Medical Care North America

  Aug 2012 - Oct 2016

  Deputy Business Manager

  1. Strategic Planning : played a pivotal role in transitioning Fresenius Medical Care India from an equipment sale & lease only business to a clinic business (enabling better control over the value chain) & building the Nephrocare brand in India.2. Business Development : Established 2 joint ventures and multiple centers . Negotiated JV’s - 51:49 with institutions , 90:10 with clinicians & finally transitioned to a 100% Nephrocare owned centers & buying out nephrologist dialysis practice . Key Learning- “Centers with great look & feel, average quality, average pricing & Practice Buyout” can be one of the successful healthcare model in India. Analyzed free standing vs in-hospital center P&L and why free standing seldom work.3. P&L Management : Headed Pan-India business for Nephrocare Clinics in 2015 , Annual revenues around INR 28-30 / Annually. Show less

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  CallHealth

  Oct 2016 - Sept 2018

  Business Integrator (Regional Head)

  1. P&L Management & Business Development: Launched “CallHealth” operations in Delhi NCR [A home healthcare company with multiple business lines – "Diagnostics, Drugs, Facilitation, Physiotherapy, Nursing & GDA etc.] , built business from 0 to INR 7.2 Cr/Annum .2. Operations & Cost Optimization: Leaned P&L via virtual PoPs , outsourcing etc.3. Team Management: Direct team reporting : 11 colleagues , total Delhi strength 60+ team members.

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  Max Healthcare

  Nov 2018 - now

  1. Reporting : Chairman , MICC (Max Institute of Cancer Care)2. P&L Management : 21% y-o-y growth in oncology since 2018 (20%+ of Max Healthcare annual revenues). I support the Chairman's (MICC) co-ownership of oncology P&L with cluster & unit heads via monthly, quarterly & annual business reviews.3. Oncologist Engagement: Quarterly business , growth , support & feedback meetings with MICC 's 80+ Oncologist , regularly with 50+.4. Strategic Implementation (Execution , Ideas: Chairman,MICC), all ideas have been implemented (in different degrees) within MICC.4.1. KPI's aligned to patients : Any years oncology revenue= .“New Patient x Conversion x Stickiness x Avg Revenue/Pt “ model , vis a vis , Revenues = (Medical+Surgical+Radiation Revenues). This views oncology as a sum of 10 DMGs (Disease Management Groups) based businesses - each with its unique Strategy, Positioning, Target Group etc.4.2. Insight: 50% of annual oncology revenues are driven by new patients , 35-40% : stickiness driven , 10-12% : Recurrence.4.3. Balanced Score Card: Rolled out first balanced score card for oncologist within MICC. Partially used in group payout modelling. Factors: "New to oncology pts" , "DMG Growth" , "Self Contribution to DMG Growth" , "Clinician Positioning" , "360 Feedback" & "Institution KPI's"4.4. A+B+C Model to identify true drivers of business: A/(A+B) : % Self Contribution , C/B : Impact on Institution. Proposal submitted to CPO for incorporation into group payout model for clinical team.4.5. Oncology as a separate "Strategic Business Unit" : Developed plan for carving out MICC as a separate SBU . Submitted to CFO.4.6. MICC Vision Statement: Involved in design.5. Digital Marketing : Launched MICC's online cancer 2nd opinion program at Max Vaishali as pilot , currently customer acquisition cost : 9% of revenues , monthly runrate INR 20L/month , projected INR 50L/month by Apr/May 2024 . Show less 1. Oncology Operations : Standardized oncology packages and improved billing estimate accuracy by 20 percent , undertook multi center time motion study to improve chemo daycare efficiency by > 1-1.15 Hr/Day , implemented 4Dx (4 disciplines of execution) a weekly DMG based growth meetings format with oncologist , redesigned MICC website UI UX to reflect DMG & business positioning , implemented patient support program (oncologist discretion) that annually impacts 4-5 percent + oncology patients at MICC , worked with ICMR cancer registry team to implement "Time to Diagnosis" (less than 72Hrs + biopsy, IHC Time etc) as an important metric in oncology, improved conversion by 6-8% via help of IT and focus on feedback and referral doctors , front office and call center team training on organ wise interaction and issue resolutions, core members for annual Max Cancer Congress event.2. Healthcare IT: Implemented : "Harmony" software with major updates to strengthen tumor boards within MICC , e-prescription efficiency updates , oncology business dashboards , Chemo & RT - Calenderisation , patient journey mapping & drop offs timeline. Show less

  • General Manager

    Apr 2022 - now

  • Deputy General Manager

    Nov 2018 - Mar 2022