Twelve months. On your floor.
Corporate Hospital chains have a Chief Business Officer. You do not. This is that seat.
What the Advisory actually is
The Advisory is the decision layer. It decides what your Hospital fixes this year, who owns each fix, and how each one is measured. The three delivery services underneath it do the building.
Who it is for
The Doctor who owns a Clinic or Hospital doing five to fifty crore, and who has run out of road doing the business side alone.
What it decides
The five things that get fixed this year, who owns each one by name, how each is measured, and how often it is reviewed.
How it runs
Three meetings a month: one with you, one with your HODs, one with your Agencies. One of the three is on your Hospital floor. One plan reset every quarter.
What it directs
Hospital Team Training, Running Your Marketing and Hospital Technology Integration. The Advisory decides. Those three build.
Who delivers it
Mehirr, in the room. Former Chief Business Officer at one of South India's leading Eye Hospitals. No proxy on the review.
What it never touches
Clinical decisions. Diagnosis, surgical protocol, treatment plan. Those stay entirely with you.
Six questions, answered with you, using your own numbers.
What are the five things we fix this year?
Who owns each one, by name?
How is each one measured, and reviewed how often?
What technology has to sit underneath them?
What should you stop doing yourself?
Where does the next one crore go, and what does it have to return?
Most owners do not need another vendor. They need somebody on their side of the table who will sit through those six with them.
The work that decides what the year looks like.
Annual and quarterly planning. The five things that matter this year, in order, with a name and a date against each.
KPI architecture and the review rhythm. The eight to twelve numbers that run the Hospital, what each one means, where it comes from, and who publishes it on a Monday.
Pricing strategy. What you charge, what you hold, and where the discount is quietly eating the year.
Organisation design and a second line of leadership. So the Hospital is not one person deep, and so a holiday does not cost you a month of revenue.
Expansion decisions and new Hospital launches. Whether to open, where, when, and what the second unit has to return before it earns the third.
Valuation, succession and capital. At the close of the first year, and not before. What the business is finally worth to you, and what moves that number.
Not advice. Documents and decisions.
Month zero. A written Business Diagnosis. Where revenue is made, or lost, department by department, with the leak sized in rupees.
Every month. A business review pack. OPD, conversion, Referrals, revenue per Patient, department variance. Then the three meetings, with every decision minuted, each carrying a name and a date.
Every quarter. The plan reset. Targets, pricing decisions, and one decision about your organisation.
Twice a year. The second line review. Whether anybody in this Hospital is ready to run it without you, and what it would take.
On the technology side. The system of record decision, the dashboard data model, a vendor scorecard, and your consent and DPDP position. Vendor neutral, and yours to take anywhere.
On the people side. The real decision map, a span of control read, role scorecards for the second line, a delegation register, and the succession bench.
One rhythm. Twelve months.
A limited number of Hospitals are taken on at a time, because every meeting is delivered personally and I do not send a proxy.
What the Advisory is not.
It is not a report. What gets built is run in with your team, rather than handed over and left on your desk. Every document has a review attached to it.
It does not run your Hospital. Recommendations come from here. Decisions stay with you and your Board.
It does not recruit for you. Role scorecards, bands and hiring criteria are written here. Sourcing, screening and offer calls are not.
It is not a valuation certificate. Where a formal number is needed for a transaction, a share issue or tax, that is a registered valuer's work and it is referred out.
It does not sell you software. Technology work is vendor neutral, and the licence sits in the Hospital's name.
It does not touch clinical decisions. The work starts at the commercial edge of the Patient pathway and stops there.
Advisory, or the Mentorship?
The Advisory works on your Hospital. The Mentorship works on you.
Advisory
A business that runs to plan without you in the building. By the end of twelve months the numbers arrive without you asking, your HODs own their part and are measured on it, and the plan for the next quarter exists before the quarter starts. Take this if the Hospital is what needs rebuilding.
Business Mentorship for Clinic and Hospital Owners · 6 Months
The Mentorship
Six months. Three sessions a month with me, worked from your own numbers. You leave able to read them and act on them without calling anybody. Take this if you are the one who needs building. See the programme →
The Advisory decides. Build the Hospital is what follows.
Hospital Team Training
Business Development, Marketing, Counselling, Front Desk and phone, trained separately on their own work. See it →
Running Your Marketing
The whole marketing function handed over and run for you, reported against your Hospital's numbers. See it →
Hospital Technology Integration
Your HMS, CRM, WhatsApp tool and website made into one system, with consent built in. See it →
Each is scoped and priced on its own. Taking the Advisory does not oblige you to take any of them.
Common questions
What is Clinic and Hospital business advisory?
It is the decision layer above the delivery work. It decides what the Hospital fixes this year, who owns each fix by name, how each one is measured and how often it is reviewed. Annual and quarterly planning, KPI architecture, pricing strategy, organisation design and the second line of leadership, expansion decisions and new Hospital launches. The building is then done by the delivery services underneath it.
How is the Advisory different from the Mentorship?
The Advisory works on your Hospital. The Mentorship works on you. Both run three meetings a month. In the Mentorship all three work on you and your numbers. In the Advisory one is with you, one is with your HODs and one is with your Agencies, and one of the three happens on your Hospital floor. What the Advisory leaves behind are documents and decisions inside the Hospital. What the Programme leaves behind is your own ability to read the numbers.
How long does an advisory engagement run?
Twelve months, formally reviewed at six, renewable. Structural change in a Hospital takes longer than a quarter. Planning, KPI rhythm, organisation design and a second line of leadership only show results across quarters.
Who is in the room?
Three different rooms, three meetings a month. One with you. One with your HODs. One with your Agencies, so the people spending your marketing money answer to the same numbers as everybody else. Every decision is minuted with a name against it and a date, so the Hospital sees who owns what.
Does the Advisory include the team training, the marketing and the technology work?
No. Those are separate services, scoped and priced separately. The Advisory decides what deserves fixing and directs them. It is deliberately kept vendor neutral and the Hospital owns every document produced, so any competent implementer can execute it.
Does it cover valuation and succession?
At the close of the first year, yes, and not before. What a Hospital like yours is valued on, how to read an offer including the ones that look better than they are, and what is worth fixing in the two years before a sale. Where a formal number is needed for a transaction, a share issue or tax, that is a registered valuer's work and it is referred out.
What does it cost?
Fees depend on the Hospital, the revenue band and the scope, so they are discussed directly rather than published. It is a monthly retainer against a twelve month term rather than a project fee. The first conversation costs nothing. The Revenue Diagnosis that follows is a paid engagement.
Do you work outside Bangalore?
Yes. Doctor-owned Clinics and Hospitals doing five to fifty crore of annual revenue, across Tier 1 and Tier 2 Indian cities. The practice is based in Bengaluru and travels for the floor day.
Built inside a working Hospital, not in a classroom.
Three years running the commercial side of a Hospital group, plus over ₹12 Cr raised for a Non-Profit Eye Hospital. See the case studies →
Simple enough. Four steps.
Talk: what is costing you most. Look: an owner-level read of your numbers. Scope: term, cadence, deliverables, fees. Work: the first month of meetings inside a month.
You will not be asked to commit before the second conversation. Fees depend on your Hospital and the scope, so they are discussed directly rather than published. The first conversation costs nothing. The Revenue Diagnosis that follows is a paid engagement.