GLOBAL MEDICAL SOLUTIONS 10/2008–Present
Chief Operations Officer
In just six months, increased employee engagement and client satisfaction, won Board approval for nine new business streams and guided the group through the achievement of ISO9000 certification. Cemented the company’s growing reputation to score nomination for the Sheik Khalfia Excellence Award.
Resurrected relationship with a major client that had lost confidence in the company. Built a convincing case for change citing rapid advancements that had turned the company around in six months. Client renewed contract without tender and at a 50% increase in value to $600M.
- Presided over 40% increase in second year revenues, following board buy-in of several clinical needs-based business cases and the introduction of new business streams.
- Boosted employee engagement from 3.8 to 4.38 against world’s best practice of 4.6. Reviewed workflows, job descriptions and cross-departmental communications, and introduced employee awards, team-building activities, and succession and career planning. Greater employee participation encouraged improved output and client satisfaction.
- Leveraged contacts across Australia’s Queensland Health to introduce UAE Military to best practice models of care, clinical service improvements (Telehealth) and workforce capability.
- Led and championed ISO certification process from concept to final audit in just 11 weeks.
- Partnered with the MSC and Zayed Military Hospital to review and develop JCI policies and delivered a series of streamlined operations that cut labour needs.
- Successfully petitioned Board of Directors for resources to instigate internal changes that would increase employee engagement. Encouraged consultation and collaborative discourse with teams to review and identify procedural gaps, rewrote job descriptions and explained future visions.
- Built compelling business case for the company to step outside traditional channels and generate revenues through programs with a small element of risk. Won green light for continued research into several recommendations including a US$30M warehouse for medical supply chain with accompanying country program.
- Spearheaded negotiations to establish a diabetes and dialysis centre in collaboration with the Joslyn Centre, and a joint venture for a company specialising in paediatric dentistry.
- Stretched available budget for client disillusioned with service provision. Reviewed manning, established an operational plan, created an engagement program for staff and highlighted areas impeding growth. Action plan increased revenues through new recruits, salary increases, special consulting projects, automated pharmacy, clinical quality, education and patient-centred care.