Ankit Mahendra

Reporting : Chairman , MICC (Max Institute of Cancer Care)

Co-Ownership of P&L : Oncology is 22% of Max Healthcare , INR 1500 Cr + business with 20% + YoY growth. I co-own the P&L with chairman & respective Unit Heads in Delhi NCR.

Engaged with over 100 oncologist & numerous specialist in pathology , radiology , nuclear medicine , psycho-oncology & pain & palliative medicine over the last 5 years.

Strategic Implementation:

1. "Stickiness" - Oncology Revenues = New Patient x Conversion x Stickiness x Avg Revenue/Pt . Views the business as 10 DMG's each with its unique Strategy, Positioning & Target Group .

2. "Business 360"- Any year - only 50% revenues driven by new patients.

3. Balanced Score Card for oncologist , used to model group payout.

4. A+B+C , Institution Impact Model: Structures oncologist revenues into impact on institution & self.

5. MICC vision statement

6. MICC as a separate S.B.U

Operations: Standardized Oncology Financial Packages , Patient Conversions Improvement, Diagnostics Conversion Improvement , Co-hort clinical staff via bed allocation management , Digital Tumor Board implementation, Multi-Center Time Motion Study: Improving Chemo Daycare Efficiency , 4DX : Weekly growth meetings with all Oncologist , MICC Website redesign (MICC website is different in the industry) , Patient Financial Support Programs , Implementation of Referral Doctor Connect Program , Reduce discharge turn-around , Front Office Management , Call Center Training.

Digital Marketing : Launched MICC's online cancer 2nd opinion pilot . Expanding to other units post initial success.

Healthcare IT: Harmony software to strengthen tumor boards , e-prescription upgrades, oncology business dashboards , Chemo & RT planner, patient journey mapping & drop offs.

P&L Management & Business Development: Launched “CallHealth” operations in Delhi NCR [A home healthcare company – "Diagnostics, Drugs, Facilitation, Physiotherapy, Nursing & GDA etc.] , built business from 0 to INR 7.2 Cr/Annum .

Operations & Cost Optimization: Lean P&L via virtual PoPs , outsourcing etc.

Direct Reportees: 11 , Total Delhi strength 60+ .

Strategic Planning : played a pivotal role in transitioning Fresenius Medical Care India from an equipment sale & lease only business to a dialysis clinic business , built the Nephrocare brand in India.

Business Development : Established 2 JVs & multiple centers . Negotiated JV's - 51:49 with institutions , 90:10 with clinicians & finally transitioned to a 100% Nephrocare owned centers.

Direct P&L : Headed Pan-India business for Nephrocare Clinics in 2015 , Annual revenues around INR 28-30 / Annually.

Business Planning & Financial Modelling: Built (within a team) complete financial model , capital budgeting for medical equipment , design and budget optimization (Civil, MEP etc.) along with discussions with the architectural firm for FMRI , Gurgaon.

Key Account Management: Worked on 2 JV's - Fortis & DaVita, US [Fortis- DVA Dialysis Centers in Delhi NCR] and Fortis & CDOC an “out of hospital” chain of diabetes centers with a leading Endocrinologist in India.

Business Development & Operations: Founding member of Fortis Renkare , a chain of free standing & in-hospital dialysis centers by Fortis Healthcare.

B2B, Techno-Commercial engagement for Pearlite Lighting (Lighting Brand for Gerard Electric) , Delhi NCR.