HOSPITAL O&M ENGAGEMENT & COMMERCIAL MODELS

Hospital O&M Engagement &
Commercial Models

Flexible, structured pricing aligned to your hospital’s size, complexity, and level of operational involvement.

Every hospital operates differently.
Our engagement models are designed to reflect that reality, ensuring the right balance between responsibility, involvement, and outcomes.

Discuss Engagement Model Request O&M Assessment

CONTEXT SETTING

How Our O&M Engagements Are Structured

Hospital operations cannot be standardised into a fixed pricing format.

Each hospital differs in:

Bed strength and infrastructure
Specialty mix and clinical complexity
Ownership structure (private, trust, institutional)
Staffing patterns and leadership depth
Operational maturity and existing systems
Level of control and involvement required

For this reason, our O&M engagements are structured based on actual operational needs, not predefined packages.

👉 The objective is not just to manage but to create a system that performs consistently

COMMERCIAL STRUCTURES

Typical Commercial Models

Revenue-Linked O&M Model

Overview:
In this model, our engagement is aligned with the hospital’s operational performance. Pricing is structured as a percentage of gross turnover, ensuring that our role remains closely connected to the hospital’s overall functioning and growth.

Typical Range: 3% to 5% of gross turnover

This depends on:

Hospital size and bed capacity
Number of departments under management
Level of operational responsibility
Extent of onsite involvement
Complexity of services and workflows

Best suited for:

Full operations takeover
Large or multi-specialty hospitals
Long-term engagements
Institutions seeking aligned performance incentives

👉 This model creates alignment between operational discipline and financial outcomes

Fixed Monthly Retainer Model

Overview:
For hospitals requiring structured support without full operational takeover, pricing is offered as a fixed monthly engagement. This model is commonly used for hybrid, remote, or department-specific O&M structures.

Typical Range: ₹1,00,000 to ₹5,00,000 per month

This depends on:

Engagement model selected
Number of physical visit days
Scope of dashboard and reporting systems
Level of remote monitoring
Management and implementation depth

Best suited for:

Hybrid / remote O&M
Phased engagement models
Smaller or mid-sized hospitals
Institutions starting structured O&M

👉 This model offers flexibility while maintaining professional oversight

ENGAGEMENT APPROACH

How Hospitals Typically Begin

Most hospitals do not immediately move into full O&M. A structured approach is usually more effective:

Phase 1: Stabilization & Control

Hybrid or department-specific engagement (focus on visibility, control, and immediate corrections)

Phase 2: System Integration

Stronger involvement with deeper system integration (improved coordination, reporting, and accountability)

Phase 3: Operational Alignment

Full operational alignment if required (complete system-driven functioning)

👉 This phased approach ensures minimal disruption and stronger long-term outcomes

WHAT YOUR INVESTMENT COVERS

What You Are Actually Investing In

O&M is not an external cost. It is a structured management layer added to your hospital.

👉 The focus is not just on cost recovery but on building a stable, predictable, and scalable institution.

Your engagement typically includes:

Operational leadership and supervision

System design and SOP implementation

Dashboard creation and reporting systems

Interdepartmental coordination and control

HR structuring and accountability frameworks

Billing, TPA, and revenue discipline

Compliance readiness and audit alignment

Continuous monitoring and corrective action

VALUE PERSPECTIVE

How O&M Impacts Overall Performance

In most hospitals, operational inefficiencies are not immediately visible. They rarely appear as direct losses on financial statements. Instead, they exist silently within daily operations, gradually affecting performance, margins, patient experience, and long-term sustainability.

They typically appear in the form of:

Billing gaps and missed charge capture

Delayed discharges affecting bed availability

TPA inefficiencies and claim delays

Poor interdepartmental coordination

Underutilised infrastructure and resources

Inconsistent processes across departments

Deeper hidden inefficiencies:

Consultant engagement and alignment

Weak or unstructured marketing efforts

Lack of consistent hospital branding

Suboptimal case mix affecting profitability

Staff attitude and patient handling behaviour

Absence of experienced operational leadership

Unclear roles and accountability structures

Overdependence on individuals instead of systems

Poor OPD to IPD conversion tracking

Ineffective scheduling of OTs and procedures

Lack of real-time dashboards and decision visibility

Weak follow-up systems and patient retention

Gaps in documentation impacting billing

Vendor mismanagement and cost leakages

Absence of standard operating protocols

Unstructured pricing and inconsistencies

Inadequate training and skill development

Lack of ownership at department levels

Inconsistent patient experience across touchpoints

👉 Individually, these may seem small. But collectively, they create a significant impact on:

Revenue realisation Operational efficiency Patient satisfaction Staff productivity Overall hospital performance

👉 Structured O&M identifies, aligns, and corrects these gaps, bringing visibility, control, and predictability into the system.

CUSTOMISATION NOTE

Final Pricing Is Always Aligned to Your Hospital

No two hospitals are the same. Final commercial structures are determined based on:

→ Scope of work

→ Level of involvement required

→ Hospital size and complexity

→ Engagement model selected

→ Expected outcomes & accountability

👉 A detailed discussion helps us recommend the most suitable structure for your hospital

Hospital O&M Engagement & Commercial Models