Jay Shah

 Responsible for P&L of all 3 Mumbai unit (Navi Mumbai, Borivali & Thane).

 Successfully commission 2 new project (Borivali & Thane) with in 1 year. Ensure smooth patient process flow for new centers & existing center. Define & streamline operational process flow

 Achieve top region performer ( Mumbai) for the year 2020-21.

 100% incremental revenue growth has been achieved for FY22-23 compare to FY21-22.

 Implement fertility services to other verticals to generate cross reference .

 Developed 8 new satellite spoke centre to improve footprint of Apollo Fertility Mumbai.

 Design & implement newer communication approach for Apollo Fertility , Mumbai.

 Implement VC consultant engagement model to improve OT utilization of centre & on-board new consultant.

 Design Region specific marketing strategy for Apollo Fertility , Mumbai

 Achieved JCI accreditation for Navi Mumbai Apollo Hospital.

 Responsible for Profit and Loss (P&L) for the centre

 Design new strategy for organization for developing new patient generation.

 Developing new SOPs & periodic review of existing policies for proper functioning of hospital

 Maintaining all legal compliances for organization

 Initiate redevelopment & new positioning strategy for organization.

 Periodic meeting with consultants for improved patient care.

 Developing strategy for 4 eye care units as part of Head administration.

 Implementing Quality control, NABH and CAPA for the same.

 Developing SOP for smooth operational process flow.

 Daily review of each unit manager to achieve greater functional efficiency.

 Have/ Has initiated various Business Development and marketing activities and reached out to group of people from various sources like regional clubs

 Initiate periodic audit for each centre.

 Customer relationship programmes and development of CRM department.

 Built database for corporate and insurance companies & establish a marketing strategy

 Responsible to manage all functional departments of the hospital.

 Has implemented annual operating plan for hospital

 Have initiated to implement Quality policies and process to make the organization audit ready.

 Have/ Has initiated various Business Development and marketing activities and reached out to group of people from various sources like regional clubs

 Actively involved in initiation of dietician contact programme for the targeted population

 Liable for functioning of 4 branches of Hospital across Gujarat & Rajasthan.

 Responsible for Central level HR, Learning & Development for all four centres of Wings Hospital, actively involved in setting up a franchise of Wings Hospital in three major cities ofthe India.

 Realign policies of all 4 centers for stable operational process flow .

 I was actively involved in development, Planning, Execution of policy and modules for national Surrogacy Department resulting business of 3.30 Cr/annum.

 Planning, Development & implementation of Customer Relationship Management department that has generated business of at least 20 lacs with in shorter span of 6 month.

 Develop & implement Key performance indicators & quality indicators for evaluation of performance of each department.

 Develop annual operating budget for all 4 centers.

 Initiated various Accreditation procedures like ISO & ICMR registration & achieved within

define time frame.

 Successfully managed various I.V.F camps & help organization to achieve 125 I.V.F cycles/ month with in span of 2.5 year

 Handled OPD of > 200 patients, 110 bedded hospital

 Involve in more than 60 consultant management system

 Preparation of Key performance indicators & quality indicators, Maintenance and distribution

 Supervision of Health Checkup Department, Training and Grooming of OPD staff

 Worked as Hospital Manager of 60 bedded hospital & was involved in SOP planning & implementation.

 Major role for strengthening Operational process flow.

 Key role in NABH implementation for Accreditation process.

 Involved in Quality Management Process, Committee meetings and Maintained Indicators for the Hospital