Health Care

• Operational Due diligence to identify potential synergies as well as post-merger integration (PMI) for sustainable performance in several German clinics and hospitals.
  • Identification of cost-saving opportunities and efficiency improvements (e.g., reduction in administrative overhead, streamlined procurement processes, consolidated facilities).
  • Successful integration of operational processes, tracked by milestone completion rates and timely execution of integration actions.
  • Achievement of synergy realization targets, such as percentage increase in overall efficiency or cost reduction post-merger (e.g., reduced supply chain costs or labor efficiency improvements).
  • Employee retention rates and engagement levels post-merger, measured via surveys and HR analytics to gauge the effectiveness of integration efforts.
• Strategic organizational development based on the Balanced Scorecard (BSC) for leading German supplier of clinics and hospitals.
  • Clear alignment of organizational goals with BSC objectives, measured through percentage of departments and teams aligning their activities with overarching strategic objectives.
  • Improvement in strategic goal achievement, tracked through KPI performance (e.g., increase in patient satisfaction scores, reduction in operational costs, or employee training completion rates).
  • Increased operational efficiency through BSC-driven initiatives, measured by process improvement metrics such as cycle time reductions and resource utilization rates.
  • Improvement in employee engagement and retention due to increased alignment of personal goals with company objectives, measured through internal surveys.
• Interim Operations Management for a leading supplier of clinics and hospitals in EMEA.
  • Improvement in operational efficiency through cost-saving initiatives, such as reduced supply chain costs, optimized staffing levels, or better utilization of hospital beds.
  • Enhanced patient care metrics, such as shorter wait times, higher patient satisfaction, or improved clinical outcomes.
  • Cost reductions achieved in key operational areas (e.g., facility maintenance, equipment management, supply chain), tracked through financial reports and cost-saving measures.
  • Achievement of timely project completions, such as the implementation of new IT systems, patient care protocols, or process automation.