Business Workshop for Clinic and Hospital Owners
Your Medical Business Diagnosis Report. Four hours. Find the revenue blocks in your Practice. Solve the top three. One working target: 20% more revenue over the next 12 months.
Identify. 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. Yours is built from your own numbers.
Before the day. You fill in a form about your business. I read it and we provide you a detailed twenty slide business diagnosis report on your own Hospital. Business only. Nothing clinical. On the day. Four hours on the eight areas where your money gets stuck. We work on the real problems in the room. After the day. Thirty minutes on a call, just you and me, about your Hospital only.
The MasterClass is on 15 and 16 December. It costs ₹1,00,000. You get two days, three more sessions at 30, 60 and 90 days, a WhatsApp group of Owners, and calls where you can ask me anything. If this Workshop helps you, your ₹10,000 is taken off that price. If it does not, you stop here. That is fine.
- For the Doctor who owns the Clinic or Hospital and runs it
- Single speciality or multi speciality, four rooms or two hundred beds
- Business side only. Nothing clinical is taught, discussed or advised
Reserve your seat.
Four fields. The joining link comes to your WhatsApp.
You know the symptoms. This is the diagnosis.
You are not coming on the 11th to be told your Hospital has problems. You already know that. You are coming to turn what you already see into one diagnosis, with a number attached to each part of it.
You have been thinking about most of this for years. What you have not had is a structure to put it in.. eight areas, in a fixed order, each one with a number against it. Symptoms become a diagnosis. Then the three that matter most get chosen, out of eight, by you. Building the systems is separate work, and we talk about that at the end, once you know what you are building.
Medical college taught you medicine, and taught it well. Running the business of a Hospital is a separate craft, learnt separately. That is the whole reason this session exists.
You have already noticed most of these.
Eight lines. One from each area. You will recognise several straight away. The four hours are about the ones underneath them, and what each is worth.
- Your BD team is out all day, and there is no sheet at the end of the week that says which Doctors were met and what came back.
- The agency sends a report every month, and connecting it to a Patient who actually walked in has been hard to do.
- OPD is up. The bank balance is not.
- The Patient says yes in the Counselling cabin, and gets the procedure done somewhere else. The system does not tell you why.
- You bought the software. The team still runs the day on a WhatsApp group and a register.
- You know last month's revenue. You do not know last month's profit by Speciality.
- Good people leave in year three, just as they get really good at the work.
- You have not taken a clear week off in four years, and the number falls when you travel.
These are business problems, not clinical ones, sitting inside a Clinic or Hospital that is clinically very good. That gap is the whole subject of the day.
The eight areas your symptoms sort into.
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.
Business Development and Referrals
Marketing
OPD Growth
Revenue and Conversion
Technology
Finance
HR and Team
What Next, and Exit
You bring the symptoms. The eight areas are where each one gets a name, a number and a place in the order.
Your 20%.
In the last half hour you mark your own eight areas. Not a score I give you. Your own diagnosis of your own Clinic or Hospital, written down, in front of you, and the three moves you are going to make because of it. That sheet is called Your 20%, because that is what it is a plan for.
Most Owners arrive already working hard on one of the eight, and leave knowing that two others were the ones carrying the number. Three moves, chosen by you, out of eight. That is what the 20% is built on.
Your 20% is yours to keep. Whether you ever work with me is a separate conversation, and it is not the point of the day.
The target
20% more revenue over the next 12 months, for an Owner who takes the three moves off Your 20% and actually runs them.
That is the target the four hours are built around, not a guarantee. Revenue is not profit, and what happens in your Hospital depends on what you do with the three after the 27th.
It starts before the day
The moment you book, a short questionnaire comes to you. It asks for the numbers you already have.. revenue, OPD, Surgeries, calls, team. Send back whatever you keep, however you keep it. A register is fine, and a blank is information too.
That is where the diagnosis begins. You walk in on the 11th with your own sheet already in front of you, instead of hunting for figures while the room moves on.
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.
- Single speciality or multi speciality. Four rooms or two hundred beds.
- The clinical side is respected. The business side is where it is stuck.
- You are looking at a number that is not moving the way the OPD count says it should.
- You want to see the gaps before you commit to fixing them.
This is not for you if
- Salaried Consultants who do not own the practice. There is a separate session for you.
- PGs, Fellows and new Consultants. There is a separate session for you too.
- Administrators and managers sent instead of the Owner. The last half hour needs the person who decides.
- Anyone looking for clinical content. Nothing clinical is taught, discussed or advised here.
- Anyone wanting twelve things to do by Monday. This session names what is broken. It does not fix it.
The room is capped at 20 Clinics and Hospitals, and the reason is the last half hour. Past that it stops being a working session and turns into a lecture, and the last half hour is the whole point of the day.
SEATS_TAKEN of the 20 places 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.
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.
The ₹10,000.
The Workshop fee, plus GST at 18%.
The Workshop fee is ₹10,000 plus GST at 18%, so ₹11,800 is payable. A tax invoice is issued against every payment. It buys three things.. the twenty slide diagnosis of your business built before the day, the four hours, and the thirty minutes afterwards. They stand on their own, and you are not required to buy anything else.
If you subsequently join the Business MasterClass for Clinic and Hospital Owners, the full ₹10,000 is credited against your MasterClass fee, so the balance is ₹90,000 + GST.
Thirty years. Four industries. The same job in every one.
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 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.
Mehirr has run this job inside a Hospital, not sold it from outside. He works only on the business side. Nothing clinical is discussed, taught or advised.
The questions Owners actually ask.
Is this four hours of you selling to me?
Will you tell me how to run my clinical side?
An emergency can take me out on any Sunday. Do I lose my seat?
What happens to the ₹10,000?
And if the date moves?
Can I send my manager instead of coming myself?
I run a small Clinic, not a Hospital. Will any of it apply?
Whose name will I see on the payment page?
What do I need to bring?
The Workshop, and the MasterClass.
One operating model, four levels of support. These are the first two. The Workshop diagnoses. The MasterClass builds.
Most Owners start here, on the 11th, and decide about December afterwards. That is the order it was designed in. See the MasterClass →
Sunday 11 October. Four hours.
Eight areas. You leave knowing your three.
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 and OPD went 450 to 900 a day.
Not a course built from reading. A session built from running the floor.
Want the full run sheet before you decide? Ask me on WhatsApp · The full terms
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.