Business MasterClass for Clinic and Hospital Owners
Two days on your own numbers. All eight systems built. Three follow-up sessions after. One working target: 50% more revenue over the next 12 months.
Build. Build the business systems your clinical reputation deserves. A Doctor-owned Hospital can run systems as strong as any corporate chain, without losing the thing that makes it trusted. Two days on your own numbers, then three monthly calls to make sure it holds.
Your growth has stalled for several reasons, not one or two. So the solution is several things too. No two Practices are the same, so no two solution packages are the same. In these two days we build yours, on your own numbers, one system at a time.
Have not started yet? The four hour Business Workshop on 11 October gives you your Medical Business Diagnosis Report and the top three blocks on your revenue. It costs ₹10,000, and that ₹10,000 is taken off this price if you come here after.
- For the Doctor who owns the Clinic or Hospital and runs it
- ₹5 Cr to ₹50 Cr revenue. Single speciality or multi speciality
- Business side only. Nothing clinical is taught, discussed or advised
Book your seat.
Four fields. I read every one myself.
I will come back to you on WhatsApp to check the fit and confirm the seat. Batch 1 is 20 Clinics and Hospitals, on 15 and 16 December 2026.
Eight areas. That is the whole subject.
A Clinic or a Hospital makes and loses its money in eight places. Not fifty. Eight.
One rule, said out loud at the start. Very little of these two days is a lecture you take home to think about. Each of those eight gets built in the room, one at a time, on the numbers you walked in with rather than a case study about somebody else’s Hospital.
You leave with The Hospital Operating Pack filled in, not blank. Then three monthly calls, because the second month is when a new system either takes hold or slips.
Where this sits.
One operating model, four levels of support. The Workshop identifies your priorities and aims at 20%. This is where the systems get built, and the target is 50%.
You do not have to do the Workshop first. See the Workshop →
Stop at the one you recognise.
Eight lines. One from each area. If three of them sound like your Clinic or Hospital, these two days are for you.
- You know which Doctors refer to you. You could not tell me how many, or which ones stopped last quarter.
- Money goes out on marketing every month, and the cost of one booked Patient has not been put in front of you.
- OPD is up and the profit is flat, and the gap between the two has not been explained.
- Your Counsellors report a conversion number. It is not verified, and what moves it is not written down anywhere.
- You bought the software. The day still runs on a WhatsApp group and a register.
- You know last month's revenue. You do not know last month's profit by Speciality.
- The good ones leave in year three, right when they get good.
- Every decision routes through you, including the ones that should not. The number falls when you travel.
This is not your failure. Medical college skipped that chapter.
Corporate chains have a whole department for this chapter. You have been running it yourself, alongside the clinical work. These are business problems, not clinical ones. Every one is a business problem sitting inside a Clinic or Hospital that is clinically very good, and every one of them gets a system in these two days.
Eight areas. Two days.
The same eight areas as The Independent Clinic and Hospital Study 2026, our study of Doctor-owned Clinics and Hospitals running across India right now. Every area carries a Hospital example and a Clinic example.
- 01Business Development and Referrals
- 02Marketing
- 03OPD Growth
- 04Revenue and Conversion
- 05Technology
- 06Finance
- 07HR and Team
- 08What Next, and Exit
9am to 6pm on both days. Every area is worked on your own numbers, in the room, with the sheet in front of you.
Why the two days run back to back
Two full days is a real ask for a Surgeon who owns the practice, and it is a fair thing to question. The reason it is not split into four evenings is that Day 2 is built on what you decide on Day 1. Your Referral and Marketing numbers on the first day set the OPD plan and the pricing work on the second. Break that across weeks and you spend the first hour of every session rebuilding where you had got to, and the Pack does not get finished.
Both days are online, so there is no travel on either side. Breaks are protected and published in the run sheet you get with your joining details. If the dates genuinely cannot work for you, say so when we speak.. Batch 2 dates are set from what Batch 1 tells us.
Two days, then three months.
A system that is only two days old has not been tested yet. The three calls are where it gets tested.
- Day 1Tuesday 15 December
Referrals, Marketing, OPD Growth, Revenue and Conversion.
- Day 2Wednesday 16 December
Technology, Finance, HR and Team, What Next and Exit.
- Month 1Tuesday 19 January
First coaching call. What broke when you took it back to the Hospital.
- Month 2Tuesday 16 February
Second call. The numbers arrive on the 1st, or you know exactly why they do not.
- Month 3Tuesday 16 March
Third call. You score the same eight again, against December.
How the three calls run
- Ninety minutes each, online, on 19 January, 16 February and 16 March 2027. The dates are fixed now, so you can put them in the diary before you pay.
- Your batch only. Batch 1 is 20 Clinics and Hospitals, up to 2 seats each, so that is the most who can ever be on a call.
- Not recorded. A written summary of the learnings from each call goes to the batch afterwards, so what was decided is on paper without anybody's Hospital being on a video.
- Between calls you run one thing. You leave each call with one system to put in front of your team, and you report back on it next month.
On your numbers. What you share about your Hospital.. revenue, costs, conversion, salaries.. stays inside the room and inside the batch. It is not taken outside it, and your Hospital is not named in any material without your permission.
You do not walk in cold.
This is the part that decides whether two days produce tools you can use, or notes that stay in the drawer.
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Step 1
A questionnaire, the day your seat is confirmed
It is a business diagnosis of your own Clinic or Hospital. What you earn and where it comes from. What it costs you. How the team is set up. What your OPD, your Surgeries, your Referrals and your calls look like month to month.
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Step 2
You send back the numbers you already have
However you keep them. A register is fine. Missing numbers do not disqualify you.. a blank is information too, and it usually points straight at the first system that has to be built.
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Step 3
Your data goes into the tools before you arrive
Every sheet in The Hospital Operating Pack is loaded with your Hospital, not with a sample Hospital. So on the two days you are not filling in a blank form. You are reading your own numbers and deciding what to do about them.
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Step 4
You walk out with working tools, not templates
Most programmes hand you empty formats to complete after you get back. They rarely get completed. Here the building happens in the room, with the person who built these systems sitting beside you while you do it.
What this is built to do
It is built to start moving your revenue almost immediately. The target we work towards is 50% more revenue over the next 12 months, for an Owner who runs the tools, the frameworks and the playbooks properly. The four-hour Workshop aims at 20%. Two days and three months of follow-through is what takes it to 50%.
Those are targets we work towards together, not guarantees. Revenue is not profit, and what actually happens in your Hospital depends on what you execute after the two days.
The Hospital Operating Pack.
Eight parts, one for each area, filled in on your own numbers. Not a workbook you take home to complete later. Each part arrives with your Hospital already loaded into it, and you finish it in the room, with the person who built these systems sitting beside you.
Between them they cover the plans, the formats, the scripts and the review rhythms for all eight areas. What gets measured. Who owns it. How often it is looked at. And what to do when the number moves the wrong way.
It is a structured learning system, not a folder of templates. The detailed plans, documents, questionnaires and assets go out once your seat is confirmed, so what reaches you is built around your Hospital rather than a sample one.
The Pack runs inside your Hospital afterwards, not only during the two days. It is yours to keep, and whether you ever work with me again is a separate conversation.
What you walk out with.
Eight areas, eight things that are different on the Monday after.
Referrals that survive a bad month
A Referral system that runs on names and a rhythm, rather than on goodwill and whoever happened to visit last week.
Marketing you can actually review
A cost per booked Patient by channel, and a one page report whoever runs your marketing fills in by the 7th.
An OPD that earns, not one that only fills
Revenue per OPD Patient, and a twelve month demand plan, so a quiet month is expected rather than a shock.
A conversion number you can trust
You stop taking Counselling conversion on faith. You know what it is, who verifies it, and what moves it.
Three numbers on the first of every month
Your systems start producing the numbers you decide on, instead of storing data that rarely gets opened.
One page, in your hand, by the seventh
EBITDA and department contribution every month, so the bank balance stops being your dashboard.
A Hospital that does not stop when you do
Decisions stop routing through you. That is what caps growth today, and it is what caps valuation later.
An answer to what happens next
The fork chosen, and the five things that have to be true before any of the five is possible.
- The Hospital Operating Pack. Eight parts on your own numbers, plus the plans, formats, scripts and review rhythms.
- Three monthly coaching calls. January, February and March 2027. Bring your real decisions.. one Owner's question teaches the whole room.
- A WhatsApp group with the other Owners in your batch. Mostly Doctors who own Clinics and Hospitals. Sometimes a specialist is brought in to help with a particular question.
- A GST invoice in your Hospital's name, raised before the programme runs.
Who sits in this room, and who does not.
This is for you if
- You own the Clinic or Hospital and you run it. Doctor-owned, Doctor-operated.
- ₹5 Cr to ₹50 Cr revenue. Single speciality or multi speciality.
- The clinical side is respected. The business side is where it is stuck.
- You already know roughly what is broken. You want it built, not named.
- You can give two full days, and then three months of follow-through.
- You are willing to change how the Hospital runs, including the parts that run through you.
This is not for you if
- You want an agency. Hire an agency. This builds the system, it does not run it for you.
- You want a miracle. There is none. Revenue improves when systems improve.
- You do not own the practice. There is a separate programme for salaried Consultants, and one for PGs and Fellows.
- You want to send your Administrator instead. The eight get built on your numbers, so it needs the person who decides.
- You are looking for clinical content. Nothing clinical is taught, discussed or advised here.
- You are not willing to change how your Hospital runs.
Batch 1 is capped at 25, and the reason is the work itself. Every area is built on your numbers, out loud, in the room. Past 25 that stops being possible and it turns into a lecture, which is the one thing these two days are not.
SEATS_TAKEN of the 20 Clinics and Hospitals are taken.
From running a Hospital, and from more than fifty Owner interviews.
Three years as Chief Business Officer of an Eye Hospital group in Bangalore, and more than fifty Doctors who own Clinics and Hospitals across India, sat with one at a time.
Before
₹74 Cr revenue. 450 OPD a day. Strong clinical name, amateur business setup underneath it.
After
₹108 Cr revenue. 900 OPD a day. Referral-driven business at about 25% of the whole, and two new Hospitals launched under the same brand.
What changed
Referrals. Marketing. Counselling. Front Desk and Call Centre. How the Patient moves through the building. Team training, review cadence, dashboards, incentives.
The lesson
A clinically excellent Hospital can still run on an amateur business setup. Growth came when the business side became a system.
These are the numbers from one Hospital over three years, and the patterns from the interviews since. Your Hospital is its own case, and what it does will depend on what gets built in it.
Now put it in proportion.
Per participant. Batch 1 is 20 Clinics and Hospitals, up to 2 seats each.
The Owner. This is the seat the two days are built around.
The Owner, and a Co-Founder, Co-Owner or Spouse.
The Owner has to be in the room. The eight areas get built on decisions only the Owner can take.. what you charge, what you pay, who runs what, what the Hospital stops doing. Nobody can take those on your behalf, so a seat sent instead of you is a seat wasted. The second seat is for a Co-Founder, Co-Owner or Spouse only, never for an employee. What gets built over the two days is your own commercial position, and it stays with the people who own the business.
- Say your Hospital does ₹10 Cr a year.
- Just 1% more revenue is ₹10 lakh a year.
- This programme costs less than ₹1 lakh.
- So one percent is already an order of magnitude more than the fee. And you go back with a full toolkit, not one fix.
That is an illustration of scale, not a projection. Revenue is not profit. The targets we work towards are set out above, and they are targets rather than guarantees. What happens in your Hospital depends on what you execute after the two days.
If you came through the Workshop. The Workshop fee is ₹10,000 plus GST. If you subsequently join the Business MasterClass, the full ₹10,000 is credited against your MasterClass fee, so the balance is ₹90,000 + GST. You do not have to do the Workshop first. The Workshop →
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 one of India's leading super-speciality Eye Hospitals.
The industry changed four times. The job stayed the same.. bring in the revenue, build the brand, and build the business underneath both.
Revenue, Marketing, Brand and Business Development. That has been the work in all four.
Over ₹12 Cr raised as Chief Fund Raiser for a charitable Eye Care trust that now runs about 700 free camps and more than 10,000 free cataract Surgeries a year.
Mehirr has sat with more than fifty Doctors who own Clinics and Hospitals across India, one at a time. The eight areas came out of those rooms and out of running a Hospital, rather than out of a textbook.
Business side only. Nothing clinical is discussed, taught or advised.
The questions Owners actually ask.
What happens if I cannot attend after paying?
What if you move the date?
Do I have to do the Workshop first?
Is this the same content for every Hospital in the room?
Is any of this clinical?
Will you sell me the Advisory across the two days?
Can I send my Administrator or my manager instead?
My Clinic is small. Is this for me?
What do I need to bring?
Is it recorded?
How does the GST invoice work?
Terms, in plain words.
Your accountant will ask for these before clearing anything. So here they are, in one place.
₹1,00,000 per participant, plus GST at the rate applicable on the date of invoice. GST is charged over and above the fee, not included in it.
Doctor of Laxmi is part of Saray and Valley, and Saray and Valley is the name on the GST invoice. The invoice is raised in your Hospital's name, with GSTIN, before the programme runs. Nothing is collected without an invoice.
A seat is confirmed on receipt of full payment. Seats are allotted in the order payment is received, not in the order of enquiry.
Tell us 14 days or more before the date and your seat moves to the next batch, or is refunded in full. Inside 14 days the seat moves to the next batch, or you may send a colleague in your place.
Your seat carries to the new date, or you take a full refund. Your choice, not ours.
The templates, scripts and review formats used in the two days are yours to run inside your own Hospital. They are not for resale or for training outside it.
The sessions are not recorded. A written summary of the learnings from each one goes to the batch. This is a business programme. It carries no clinical content and no clinical advice.
Batch 1. 15 and 16 December 2026.
20 Clinics and Hospitals. Two days, then three months.
More than fifty Owner Doctors across India have sat across a table from me, one at a time, and the eight areas came out of those rooms as much as out of running a Hospital.
Before that, three years as Chief Business Officer of one of India's leading super-speciality Eye Hospitals, where revenue moved ₹74 Cr to ₹108 Cr, OPD went 450 to 900 a day, and two new Hospitals were launched under the same brand.
Not a course built from reading. Two days built from running the floor.
I will come back to you on WhatsApp to check the fit and confirm the seat. Batch 1 is 20 Clinics and Hospitals, on 15 and 16 December 2026.
Want the full run sheet for both days before you decide? Ask me on WhatsApp
Start where you are.
One operating model. Four levels of support.. from identifying your priorities to building the systems inside your Hospital. Each level does a different job.
Identify
Business Workshop
4 Hours
You leave witha written diagnosis of your own business, and the three things to fix first
You fill in a questionnaire. I read it and write the diagnosis on your own Clinic or Hospital, business side only .. where the money is made, where it is leaking, and how you sit against Hospitals your size. Then four hours on the eight areas where the money gets stuck. The eight are the same in every Clinic and Hospital. Which of them is hurting in yours, and the order they have to be fixed in, is not .. and that order is what decides whether the work pays. You leave with your own three, in sequence. Worked in that sequence through the year, 20% revenue growth is what we are going after.
Sunday 11 October 2026
Live online · 20 Clinics and Hospitals
Build
Business MasterClass
2 Days
You leave witheight working systems built on your own numbers, not eight blank templates
You go home with the business side of your Clinic or Hospital actually built .. each of the eight areas set up and running on your own data, not a folder of templates to fill in when you find the time. The eight are Business Development and Referrals, Marketing, OPD Growth, Revenue and Conversion, Technology, Finance, HR and Team, and What Next and Exit. This is the business side of medicine that medical college was never going to teach you. And it does not end on day two .. you stay in the room afterwards, and somebody checks you are still on track.
Most chosen15 and 16 December 2026
Live online · 20 Clinics and Hospitals
Lead
Business Mentorship
6 Months
You leave withthe judgement to make the business calls yourself, and six months of real ones already made
Over six months I take you through the same eight areas, one at a time, on your own Hospital. First we do it together, then I supervise you doing it, then I watch you do it on your own. Handholding, then supervision, then observation. You bring the decision you are actually stuck on .. the hire, the price, the partner, the second location, the one you have been carrying for weeks .. and we make it on the call, not after it. By month six the calls change shape. You arrive with the decision already made and we are checking it rather than making it. That is the point at which you stop needing this.
Three sessions a month
Online
Implement
Business Advisory
12 Months
You leave witha business that runs to plan without you in the building
Twelve months of the business side being somebody’s full job, not the thing you get to after OPD. By the end of it 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. The test we hold it to is the one you already use. Can you take a month off and have the Hospital still hit its number.
Three meetings a month
One of them on your floor
The Mentorship and the Advisory are priced on your Hospital and the scope of the work, so they are quoted rather than published.