GrantMuddle.com

Promoted to this newly developed role that presented significant challenges with infrastructure, leadership, accountability issues and governance. Worked closely with medical directors to nurture an environment where clinical excellence flourished.

• Saved $US750K annually and improved infection control outcomes by capitalising on group-buying power of chemicals used in environmental services, catering and laundry across all facilities.
• Heightened commitment to patient-centred care practices championing respectful, coordinated and efficient transitions between providers, departments and healthcare settings.
• Instituted Voice of the Customer surveys and automated the process for categorising and filtering results to benchmark best performing locations. Delivered an 11% increase in customer satisfaction.
• Cut linen costs by 12% via a vendor consolidation initiative to maximise buying power with an exclusive design and brand representing value for money.
• Introduced WOW customer service—a portfolio of services designed to create the “wow” factor by delighting customers with new and innovative ideas. Kick started the New Born program across maternity departments that created a delight factor of 98.7%. 
• Boosted compliance from 63% to 86% by introducing audit forms for environmental, catering and laundry sites. 
• Consolidate brand image by instituting a uniform together with expected grooming standards. Past guest complaints of being unable to identify staff were eliminated. 
• Developed, presented and distributed the live recording of the Apollo Way of Customer Service DVD-based training program along with facilitator handouts to 52000 employees across the group.  
• Identified potential branding conflict due to franchise hospital less than 4km from a start-up facility. Following positioning, the start-up brand as The New Apollo Hospital, advertising ROI was maximised.
• Profiled the property in a series of CEO and Managing Director targeted road shows across the western expat market. In fewer than six months, 25 corporate agreements had been delivered and the top six insurance companies had approved Apollo Hospitals to provide receive treatment to clients.
• Launched the Neighbourhood Plan—a community outreach program providing free health checks to gated communities and cut-rate family registrations.
• Introduced a citywide tie-in campaign with a prominent supermarket chain where information sessions are conducted in-store by specialist doctors. Initiative was an outstanding success, achieving more than 1000 registrations from the Nutrition Week presentations alone.