For hospital owners, promoters and group CEOs in India and the GCC: a full assessment of the facility, then a twelve-month turnaround run with your own team.
Most hospitals in India run at a fraction of their potential: theatres idle in the afternoon, beds blocked by discharge delays, consumables bought from whichever distributor called last, and insurance claims that leave money on the table. The international operators get the same clinicians to produce more — not by spending more, but by running the place on evidence.
Consulting Wallah brings that discipline without the overheads. We assess the whole facility — operations, supply chain, insurance and revenue — value the opportunity with your finance team, and then run the transformation with named owners from your own staff, so the gains stay after we leave.
Patient flow, OPD and IPD utilisation, theatre and bed productivity, staffing ratios, service mix and pricing.
Spend, pricing, inventory, consignment, controls, supplier performance and participation in group purchasing.
Payer contracts, pre-approvals, claims and denials, coding, cash collection and TPA performance.
Data extract, site walk, leadership sessions.
Opportunity brief, benchmarked.
Workstreams with named owners.
Routines, MIS, retainer if wanted.
Hospitals of roughly 100 beds and above, and multi-site groups. Smaller facilities usually benefit more from the procurement advisory or the sourcing network alone.
Every saving is reconciled to the ledger and signed off by your Finance team before it is reported. We do not count forecasts or negotiated list prices as savings.
No. Workstreams are owned by your own managers; we bring the method, the benchmarks and the weekly discipline, and we hand over routines and MIS at month twelve.
The initial executive assessment — leadership session, spend snapshot and opportunity brief — is free for four hospitals a month. The transformation is scoped and priced after that.