Six months. Owner to Owner.
You spent years becoming a fine Doctor. Running the business of a Hospital is a separate craft, and this is where you learn it. The business side of your own Hospital, worked through month by month, until you can lead it yourself.
This programme works on you. The Advisory works on your Hospital. Same three meetings a month, different rooms.
What Business Mentorship for Clinic and Hospital Owners actually is
Business Mentorship for Clinic and Hospital Owners is six months between Mehirr and the Owner of a Clinic or Hospital, Owner to Owner, renewable by six.
Who it is for
The Doctor who owns and runs the Clinic or Hospital, and wants to lead the business side as confidently as the clinical side.
How it runs
Three calls a month, with Mehirr directly. I do not send a proxy.
What we work from
Your own records. The enquiry register, the Counselling numbers, the Front Desk log, the follow-up list.
What it covers
The commercial side of the Patient pathway, and the money questions that are hard to get a straight answer on.
What you are left with
The ability to read your own numbers and act on them.
Your Hospital's real numbers, month by month, with me.
We do not start from a blank page, and we do not start from a playbook. We start from what your Hospital already recorded last month.
You are not handed a report. You are walked through the thinking until it becomes yours.
Three calls a month. For six months.
What you leave with.
On Monday morning you open one screen and see last week: how many people enquired, how many booked an appointment, how many went ahead with the procedure. No ringing three people to put the number together.
You know which of your teams is the constraint, and why.
You can hold your pricing in a room without reaching for a discount.
You can tell a good vendor from a confident one.
You know what your Hospital is worth, and what moves that number.
The next time something breaks on the business side, you already know what to do about it.
The questions that are hard to get a straight answer on.
Money in. What a fundraise actually asks of a Hospital before anybody says yes. The shape your numbers need to be in, what an investor looks at first, and the honest question of whether you should be raising at all this year.
Money out. What a Hospital like yours is valued on, and why. How to read an offer, including the ones that look better than they are. And what is worth fixing in the two years before you sell, because that is where the value is actually made.
Advisor to you. Not to the deal.
Software and systems have their own home now: Hospital Technology Integration →
Common questions
How is this different from the Advisory?
This programme works on you. The Advisory works on your Hospital. Both run three meetings a month. Here, all three are with me, and what you leave with is the ability to read your own numbers. In the Advisory one meeting is with you, one is with your HODs and one is with your Agencies, one of the three happens on your Hospital floor, and it produces documents and decisions that land inside the Hospital.
What is Hospital Business Mentorship?
Six months working through the business side of your own Hospital using your own numbers. Three calls a month, with Mehirr Nath Choppra directly, and I do not send a proxy.
Who is it for?
The Doctor who owns and runs the Clinic or Hospital and has quietly known for a while that the business side is the part nobody taught. It is not for an owner who wants it done for them without being in the room.
Does it cover technology decisions?
At an owner level, yes: how to tell a good vendor from a confident one, and what a system has to do before it is worth buying. The build itself is a separate service, Hospital Technology Integration, because connecting an HMS to a CRM to WhatsApp is implementation work rather than mentorship.
Does it cover fundraising and exit?
Yes, at an advisory level. What a fundraise asks of a Hospital before anybody says yes, what an investor looks at first, what a Hospital like yours is valued on, and what is worth fixing in the two years before a sale.
How long does it run?
Six months, renewable by six. A limited number of Hospitals are taken on at a time, because every review is delivered personally.
Is this business mentoring for Doctor entrepreneurs?
Yes. It is built for the Doctor entrepreneur who owns and runs a Clinic or Hospital. Hospital management is a different skill from medicine, and a medical degree has little room to teach it. The programme closes that gap using your own Hospital as the case study rather than somebody else's.
Does it cover succession planning?
Where the owner wants it, yes. Hospital succession planning in India tends to struggle for the same reason growth does.. too much runs through one person. Reducing that dependency is the same work either way, whether the plan is to hand over, to sell, or simply to take a holiday.
For the Doctor who owns and runs it.
For the Doctor who owns and runs the Hospital, and has decided that this is the year the business side stops being somebody else's department.
Not for you if you want it done for you without being in the room. That is the Advisory: your HODs and your Agencies at the table, one meeting a month on your floor, and the work done inside the Hospital.
Building your own name as a Doctor rather than a Hospital's? That is Build Your Brand, Doctor →
How the first six months begin.
Talk: what is costing you most. Look: an owner-level read of your numbers. Scope: months, cadence, terms. Work: first review inside two weeks.
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.
Owner to Owner, not lecturer to student.
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 →