Doctor of Laxmi Clinic and Hospital Business Advisory · India
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Business of Medicine Advisory · Fractional Chief Business Officer

A Chief Business Officer for your Hospital, without hiring one full time.

Corporate Hospital chains have a Chief Business Officer. Most Doctor-owned Hospitals do not. In the Advisory I take that seat in your Hospital. I sit in the meetings where targets are set and decisions are taken, and I work with your team until they are reached.

Talk to Mehirr → Compare with a full time hire

The eight areas of a Clinic or Hospital business

Get Patients

Bring new Patients to you

01Referrals

02Marketing

Move and Monetise the Demand

Enquiries become visits, visits become advised treatment

03OPD

04Conversion

Run the Business

Software, money and your team

05Technology

06Finance

07People

Build an Institution

A Hospital that runs without you in every decision

08Owner

What changes for you

Business of Medicine Advisory · Your Chief Business Officer

One senior person on your side for the business, inside your Hospital.

  • You stop being the only person chasing the numbers
  • Your HODs and your agencies work to the same targets
  • Someone who has done it before is beside you on the big calls
  • You get your time back for your Patients and your family
Talk to Mehirr →

For very few Hospitals

My own time. No proxy.

This seat takes my own time in your Hospital, so I take it on for a limited number of Hospitals at a time. No junior is sent in my place.

  • The scope is set by what your Hospital actually needs
  • The outcomes are agreed with you before the work starts
  • The fee is discussed directly, once the scope and outcomes are clear
See what I do in your Hospital →
Is this your Hospital?

The business side has outgrown your time.

  • 02 Marketing · Get PatientsYour agency sends a report every month. You still cannot tell what that money bought.
  • 04 Conversion · Move and Monetise the DemandPatients are advised a Surgery or Procedure. Too few come back to have it done, and no one person owns that number.
  • 06 Finance · Run the BusinessRevenue grew last year. Profit did not grow with it, and the gap has not been explained to you.
  • 07 People · Run the BusinessYour HODs have targets on paper. The review does not happen every month, so the targets stay on paper.
  • 08 Owner · Build an InstitutionEvery decision still comes to you. When you travel, the numbers fall.
  • 08 Owner · Build an InstitutionA second centre, a big machine, a partner or an investor is on your desk. No one on your side has taken that decision before.

These are not clinical problems. They are the job of a Chief Business Officer.

In a corporate chain, somebody senior wakes up every day thinking only about this. In most Doctor-owned Hospitals, that somebody is the Owner, after a full day of Patients.

What I do in your Hospital

Not advice from outside. A seat at your table.

01 · Where targets are set

We set the targets together.

For the Hospital and for each department. Each target has an owner by name and a number everyone can see.

02 · Where decisions are taken

I sit in the meetings.

With you, with your HODs and with your agencies. The people spending your marketing money answer to the same numbers as your own team.

03 · Until they are reached

I work with your team.

Every decision is written down with a name and a date. When a number slips, we find out why and fix it, together, before the month is lost.

An advisor tells you what to do and leaves. A Chief Business Officer stays in the room, and works on the targets with your team. That is the seat I take in your Hospital.

Hire one, or bring one in

A full time Chief Business Officer, or the Advisory.

Hiring a full time Chief Business OfficerBusiness of Medicine Advisory with Mehirr
Finding the personMonths of searching. Then a notice period before they join. Very few have run the business side of a Hospital before.The work starts once the scope and outcomes are agreed. Thirty years in business, the last few running the commercial side of a Hospital group.
Learning your HospitalA new hire takes months to learn how your Hospital works and who decides what.Starts from a written Business Diagnosis of your Hospital, department by department.
What it costsA full salary every month, plus bonus, and often ESOPs, a car and a notice period on the way out.A fee agreed on the scope and the outcomes. No ESOPs, no severance.
If it is the wrong personA year can go before you know. By then the team is unsettled and you start the search again.You review the work with me, and you decide whether it continues.
What stays behindMuch of what they know walks out with them when they leave.The targets, the review system, the documents and a second line of leaders stay inside your Hospital.

Already have a strong business head? The Advisory works beside them, not over them. It gives them a senior person to work with on the decisions they cannot take alone.

What the seat covers

All eight areas, inside your Hospital.

  • Targets for the year

    For the Hospital and for each department, agreed with you and owned by name.

  • The review

    Each HOD reports against their own target. Decisions are written down with a name and a date.

  • Your agencies

    The people spending your marketing money report on Patients who arrived, not on posts and clicks.

  • Pricing

    What you charge, what you hold, and where discounts are quietly eating the year.

  • Your team and the second line

    Who decides what today, and who is being prepared to run things without you.

  • Growth decisions

    A new centre, a new Speciality, a big machine or a partner. Weighed up with you, on your numbers, before you sign.

  • Technology

    Which software your Hospital runs on, and what your dashboard shows. Vendor neutral.

  • Money in and money out

    Raising money, and what your Hospital is worth and what moves that number.

How the year runs

Set up properly. Then run with your team.

Business of Medicine Advisory

A year in your Hospital

How often I am in your Hospital and in which meetings depends on what your Hospital needs and the outcomes we agree. Structural change in a Hospital takes more than a quarter.

  1. At the start

    The Diagnosis

    A written Business Diagnosis of your Hospital. Where the money is made, and where it is lost.

  2. ThenSet the targets

    Targets and owners

    The priorities for the year, in order, with a name and a target against each.

  3. Through the yearRun the reviews

    In the meetings

    The numbers on the table, the decisions written down, and the plan reset as the year moves.

  4. By the endYour team runs it

    It runs without you

    The numbers arrive without you asking, and your HODs own their part. You decide whether it continues.

Is this the right one?

The Advisory works on your Hospital. The Mentorship works on you.

Take the Advisory if

  • You own a Hospital, or a group of Clinics, and growth has outgrown your time
  • You have HODs and agencies, but no one senior on the business side
  • You want someone in the room with your team, not advice on a call
  • A new centre, a raise or a sale is on the way

Take the Mentorship if

  • You want to learn to take these decisions well yourself
  • You would rather work one to one with me than bring me into your team
  • You want to start from six months, Owner to Owner

See the Mentorship →

Boundaries

What the Advisory is not.

It is not a report

What gets built is run in with your team, not handed over and left on your desk.

It does not run your Hospital

Decisions stay with you and your Board. I sit at the table, you take the call.

It does not recruit for you

Role scorecards and hiring criteria are written here. Sourcing and offer calls are not.

It is not a valuation certificate

Where a formal number is needed for a deal, a share issue or tax, a registered valuer does that work.

It does not sell you software

Technology advice is vendor neutral, and every licence sits in your Hospital's name.

It does not touch clinical decisions

Diagnosis, surgical protocol and treatment plans stay entirely with your Doctors.

What it can direct

The Advisory decides. These three can build it.

Your teams

Hospital Team Training

Business Development, Marketing, Counselling, Front Desk and Phone teams, each trained on its own work.

See it →

Your marketing

Running Your Marketing

Your own team and agency, put into one structure and measured on Patients who arrived.

See it →

Your software

Hospital Technology Integration

Your HMS, CRM, WhatsApp tool and website made to work as one system.

See it →

Each is scoped on its own. Taking the Advisory does not oblige you to take any of them.

Mehirr Nath Choppra, Founder of Doctor of Laxmi Advisory
Mehirr Nath Choppra. Founder, Doctor of Laxmi Advisory.
Who takes the seat

Somebody who has run this job inside a Hospital.

Thirty years across four industries. Defence. Real Estate. Media. And for the last three years Healthcare, as Chief Business Officer of Nethradhama Super Speciality Eye Hospitals, Bangalore.

Four industries, one job in all of them. Bring in the revenue, build the brand, and build the business that holds both up.

Revenue, Marketing, Brand and Business Development. That has been the work in all four.

As Chief Fund Raiser for Shraddha Eye Care Trust, my team raised funds to pay for 10,000 free cataract Surgeries and 700 free eye camps a year.

+50%Revenue, three years as CBO
DoubledOPD a day, same period
3Hospitals launched or relaunched

See the case studies →

Before you decide

The questions Owners actually ask.

What is a fractional Chief Business Officer?
A senior business head who works in your Hospital for part of the time, instead of full time. In the Advisory I set the targets with you, sit in the meetings where decisions are taken and work is reviewed, and work with your team until the targets are reached.
How is this different from hiring a full time Chief Business Officer?
You get someone who has already run the business side of a Hospital, without the months of searching, the full salary, the ESOPs or the risk of a wrong hire. The targets, the review system and the documents stay inside your Hospital.
I already have a COO or a business head. Is this still useful?
Yes. The Advisory works beside them, not over them. They get a senior person to work with on the decisions they cannot take alone, and you get one set of numbers from both of us.
Who is in the meetings?
You, your HODs and your marketing agencies, depending on what is being decided. Which meetings I sit in, and how often, depends on what your Hospital needs and the outcomes we agree.
Do you promise that the targets will be reached?
No outcome is promised or guaranteed. The targets are set with you, and I work with your team every month to reach them. What the Hospital earns depends on your Hospital, your team and how the plan is carried out.
How long does it run?
It is set up for a year, because structural change in a Hospital takes more than a quarter. You review it with me along the way, and you decide whether it continues.
Does it include the training, the marketing and the technology work?
No. Those are separate services, scoped on their own. The Advisory can direct them, and any good team can carry out what is decided, because your Hospital owns every document.
What does it cost?
The fee depends on what your Hospital needs and the outcomes we agree, so it is discussed directly and not published. The first conversation costs nothing.
Do you work outside Bangalore?
Yes. I am based in Bengaluru and work with Doctor-owned Clinics and Hospitals in cities across India.

Corporate chains have a Chief Business Officer. Your Hospital can have one too.

Talk to Mehirr → See every programme →

A note on the numbers on this page. Figures quoted from past work describe what happened in those Clinics and Hospitals. Figures quoted as a target describe what the work is aimed at, not a commitment. What any plan earns depends on your Hospital, your team and how you execute. No revenue outcome is promised or guaranteed.