ATUL BEHLL | Healthcare Leadership | Turnaround & Growth | Strategic Advisory

Making complex healthcare businesses perform better.

I work at the intersection of healthcare operations, financial performance, clinical leadership and business growth.

With 25+ years of experience across healthcare leadership and management, I bring an operator’s perspective to the challenges facing hospital promoters, boards, CEOs, doctor-entrepreneurs and healthcare investors.

My focus is practical: identify what is holding an organisation back, build alignment around the right priorities, and translate strategy into measurable operating and business outcomes.

For hospital promoters, healthcare investors, boards and leadership teams seeking experienced operational insight and strategic direction.

Operating Architecture

The 4-Pillar Intersection

25+ Years

Healthcare Operations

Systems, patient flow, capacity & accountability.

Financial Performance

P&L discipline, EBITDA turnaround & cost control.

Clinical Leadership

Consultant ecosystem, onboarding & quality governance.

Business Growth

Service-line expansion, utilisation & conversion.

25+ Yrs Leadership

~850 Beds Hospital Scale

3 Regions India • ME • Africa

Section 02 — The Problems I Help Solve

Good healthcare organisations can still underperform.

Hospitals may have strong clinicians, good infrastructure and an established brand, yet struggle to deliver the financial performance or operational consistency their potential demands.

The reasons are often interconnected: unclear accountability, underdeveloped service lines, inconsistent doctor engagement, weak execution, inefficient resource utilisation, fragmented management systems or growth without adequate operating discipline.

These are not always problems that another presentation or another layer of management can solve.

They require a clear-eyed understanding of how hospitals actually function.

I help leadership teams examine these challenges, identify the real constraints and determine what needs to change.

Core Mandates

My advisory focus

01 / TURNAROUND

1. Performance turnaround and profitability

Address persistent underperformance, improve operating discipline, identify financial leakages and establish a practical path towards sustainable profitability.

02 / COMMERCIAL ENGINE

2. Revenue growth and service-line development

Strengthen the commercial engine through consultant engagement, specialty development, referral relationships, patient conversion and improved utilisation of existing capacity.

03 / OPERATIONS

3. Hospital operations and productivity

Improve coordination across clinical and non-clinical functions, materials management, inventory, workforce deployment, patient flow and management accountability.

04 / CLINICIAN ALIGNMENT

4. Doctor ecosystem and clinical-business alignment

Build stronger working relationships between management and clinicians, support consultant onboarding, and align clinical priorities with service-line growth and organisational goals.

05 / STRATEGY & SCALE

5. Strategic growth and transformation

Support decisions relating to new services, expansion, organisational restructuring, business planning, budgets and the execution of major operating priorities.

06 / QUALITY & GOVERNANCE

6. Quality, governance and accreditation readiness

Strengthen quality systems, operating protocols, patient-safety processes and organisational readiness aligned with applicable NABH and JCI standards.

Section 03 — What I Bring to the Table

An operator's perspective. A business leader's accountability.

Healthcare advisory is most useful when it is grounded in the realities of running healthcare organisations.

My professional experience includes senior hospital leadership, P&L responsibility, multi-unit operations, doctor engagement, service-line development, financial improvement, materials management, business planning and the establishment of management systems.

I understand that a hospital is not merely a collection of departments. It is a complex ecosystem in which clinical decisions, patient experience, people, capacity, costs, revenue and governance influence one another.

My approach brings these moving parts into a common operating framework.

I bring:

Operational depth:

An understanding of the systems that make hospitals work—or cause them to underperform.

Financial discipline:

A focus on revenue quality, cost structures, utilisation, productivity and profitability.

Clinical-business alignment:

An appreciation of the importance of consultant relationships and clinician engagement.

Execution orientation:

A bias towards prioritisation, accountability, measurable milestones and follow-through.

Leadership perspective:

Experience navigating complexity, stakeholder expectations and organisational change.

Section 04 — Selected Professional Impact

Experience that goes beyond titles.

My career has involved working on business performance, hospital operations, growth initiatives and organisational capability across different healthcare environments.

The following examples illustrate the nature of the work I have undertaken.

01 / Multi-Unit Portfolio ₹15 Cr → ₹23 Cr

Revenue growth

In a zonal hospital leadership role, I worked on growth and performance initiatives in a two-unit portfolio where revenue increased from ₹15 crore to ₹23 crore.

Publication Verification Note: The website's final case study should specify the period, revenue basis and initiatives directly attributable to my leadership.

02 / Academic & Multispecialty ~850-Bed Scale

Large-scale hospital operations

Led operations at an approximately 850-bed academic, teaching and multispecialty hospital, with responsibilities spanning operational performance, consultant recruitment, specialty development, business planning, budgeting and coordination across clinical and support functions.

Integrated Clinical & Support Operations Case 02

03 / Turnaround Mandate Negative → Positive EBITDA

Financial performance improvement

Contributed to turnaround and financial improvement initiatives in hospital environments, including work associated with a movement from negative EBITDA to positive operating performance.

Publication Verification Note: The precise financial metric, baseline, endpoint and attribution should be confirmed before publication.

04 / Institutional Systems End-to-End Capability

Building clinical and operating capability

Worked on consultant onboarding, specialty development, operational processes, materials management, inventory systems, patient experience and business-development initiatives to support organisational growth and performance.

Clinical, Supply Chain & Patient Systems Case 04

Individual outcomes depend on starting conditions, management decisions, market context and the contribution of the wider leadership team. Detailed case studies can be discussed where disclosure permissions allow.

Section 05 — Who I Work With

Experienced leadership for consequential decisions.

I seek to work with people who have responsibility for the performance and direction of healthcare organisations.

01 / OWNERSHIP

Hospital promoters and owners

When a hospital needs a turnaround, a stronger operating model, improved profitability or a clearer growth strategy.

02 / MULTI-UNIT & PE

Private equity-backed and multi-hospital healthcare businesses

When leadership teams need operating insight, performance improvement priorities, management accountability or execution support across facilities.

03 / EXECUTIVE TEAMS

CEOs, COOs and hospital leadership teams

When complex operational issues require a senior external perspective, leadership alignment or a structured transformation agenda.

04 / CLINICAL FOUNDERS

Doctor-entrepreneurs and specialty healthcare ventures

When strong clinical capabilities need to be translated into a scalable, well-managed and financially sustainable enterprise.

05 / GOVERNANCE & CAPITAL

Boards and investors

When there is a need for healthcare operating insight, an independent perspective on execution risks, or a more grounded understanding of hospital performance.

Section 06 — Engagement Model

Start with the business problem, not a predefined consulting package.

Every hospital and healthcare business has a different combination of opportunities, constraints and organisational dynamics.

An engagement may begin with a confidential leadership discussion, followed by a focused assessment of the challenge and an agreed set of priorities.

Depending on the requirement, my involvement can take the form of:

Promoter or board advisory:

An experienced operator's perspective on a strategic or performance issue.

Focused business diagnosis:

A structured examination of the principal drivers of underperformance or unrealised growth.

Transformation advisory:

Support in establishing priorities, accountability, performance measures and an execution roadmap.

Leadership support:

A sounding board for CEOs, COOs and other senior leaders dealing with complex organisational decisions.

Defined transformation mandate:

A more sustained role where the organisation needs senior-level involvement in a specific turnaround, growth or operating initiative.

The scope, duration, deliverables and level of involvement are agreed around the business need.

Section 07 — Initial Consultation

Is your healthcare business performing to its potential?

Perhaps you are trying to improve profitability, strengthen operational control, develop a new service line, address inconsistent performance across hospitals or prepare the organisation for its next stage of growth.

A useful first conversation begins with three questions:

Question 01

What is the most important problem to solve?

Question 02

What is preventing the organisation from solving it today?

Question 03

What would meaningful improvement look like?

Let's begin there.

Atul Behll

Healthcare Leadership | Turnaround & Growth | Strategic Advisory

PAGE 2 — ABOUT ATUL BEHLL

A healthcare operator who understands both the clinical ecosystem and the business imperative.

Atul Behll

Healthcare Leadership | Turnaround & Growth | Strategic Advisory

Experience Tenure 25+ Years in Healthcare Management

Geographic Exposure India, Middle East & Africa

Core Perspective Senior Operator & P&L Leader

About me

Healthcare leadership requires the ability to hold two perspectives at once: the responsibility to deliver safe, reliable patient care and the obligation to build an organisation that can sustain and improve that care over time.

Across more than 25 years in healthcare management, I have worked in environments where these priorities intersect with financial pressures, organisational complexity, growth ambitions and demanding stakeholder expectations.

My experience spans senior hospital leadership, operational management, P&L accountability, business development, doctor engagement, service-line development, budgeting, materials management and organisational improvement.

I have worked across different healthcare settings in India and internationally, including the Middle East and Africa. These experiences have reinforced a fundamental principle: while healthcare markets differ, the need for strong leadership, clear accountability, disciplined execution and alignment between clinical and business objectives remains constant.

I am particularly interested in problems that do not have simple, departmental solutions—situations in which the underlying issue may involve a combination of strategy, people, processes, financial discipline and execution.

That is where an experienced operator can bring a useful perspective.

Operating Philosophy

How I Think About Healthcare Performance

Start with reality.

Understand what the data says, what the operating environment reveals and what people closest to the problem experience. Avoid confusing symptoms with root causes.

Connect clinical and commercial priorities.

Revenue growth, patient experience, clinician engagement, quality and operating efficiency should reinforce one another. Solutions that ignore these connections rarely deliver sustainable results.

Focus on a small number of important priorities.

Organisations can become overwhelmed by initiatives. The task is to identify the changes that matter most, assign ownership and establish clear measures of progress.

Make accountability workable.

Performance improves when decision rights, expectations, review mechanisms and escalation processes are understood across the organisation.

Build improvements that last.

The objective is not a temporary spike in performance. It is a stronger operating system, better management decisions and improved organisational capability.

Competency Matrix

My Professional Foundation

My career has included leadership and management responsibilities across established hospitals, multi-unit operations, teaching and multispecialty healthcare, and healthcare development initiatives.

Selected areas of experience include:

Hospital operations and senior executive leadership.

P&L management and business-performance improvement.

Revenue enhancement and cost-management initiatives.

Consultant recruitment, onboarding and specialty development.

Business planning, budgeting and management reporting.

Materials management, procurement and inventory processes.

Hospital quality systems and operational readiness.

Healthcare programme execution and stakeholder coordination.

Patient experience, operational consistency and organisational improvement.

Advisory Standard

What You Can Expect When Working With Me

I value candid discussion, evidence-based reasoning and a clear distinction between what an organisation wants to achieve and what it is currently equipped to deliver.

I am comfortable examining difficult questions, challenging assumptions and identifying trade-offs. I believe senior advisory work should help decision-makers see their situation more clearly and act with greater confidence.

My aim is to bring perspective, structure and execution discipline to complex healthcare challenges—not to prescribe a generic solution before understanding the problem.

Have a healthcare challenge worth discussing? Let's talk.

PAGE 3 — ADVISORY SERVICES

Advisory for healthcare businesses facing consequential decisions.

My advisory work is organised around business outcomes rather than a list of consulting activities.

The objective is to help owners and leadership teams understand what is constraining performance, decide where to focus and establish a credible path to improvement.

Mandate 01

1. Performance Turnaround and Profitability

For hospitals with a gap between potential and actual performance.

A hospital may have substantial infrastructure, experienced doctors and a recognised local presence, yet continue to operate below its financial potential.

The reasons may include inadequate utilisation, an unbalanced service mix, inconsistent consultant engagement, weak conversion, cost leakage, poor coordination or insufficient management visibility.

Areas I can help examine

• Revenue and cost drivers across the organisation.
• Service-line and specialty-level performance.
• Bed occupancy, capacity utilisation and patient flow.
• Contribution and profitability by department or service line.
• Workforce productivity and deployment.
• Procurement, materials and inventory-related inefficiencies.
• Management reporting, accountability and review mechanisms.
• The priorities required to move from diagnosis to action.

Potential deliverables

A performance diagnostic, prioritised improvement agenda, key performance indicator framework, accountability structure and implementation roadmap.

Outcome sought

A clearer understanding of the drivers of underperformance and a practical plan for sustainable financial and operating improvement.

Mandate 02

2. Revenue Growth and Business Development

For healthcare organisations that have capacity but are not translating it into sufficient business.

Sustainable hospital growth requires more than marketing expenditure. It depends on the right specialties, credible clinicians, effective referral relationships, patient access, conversion and a consistent care experience.

Areas I can help examine

• Opportunities to develop or strengthen specialty services.
• Consultant recruitment and engagement priorities.
• Referral and catchment-area development.
• Patient enquiry-to-appointment and appointment-to-admission processes.
• Gaps between installed capacity and actual utilisation.
• Service-line positioning and business plans.
• Coordination between clinical teams, marketing and operations.
• Revenue performance tracking and management accountability.

Potential deliverables

A service-line growth plan, business-development priorities, a consultant engagement framework, performance indicators and an implementation review mechanism.

Outcome sought

Better alignment between the hospital's clinical capabilities, available capacity and business-development effort.

Mandate 03

3. Hospital Operating Model and Operational Effectiveness

For organisations where day-to-day complexity is affecting performance.

Many operational problems are not isolated departmental failures. They reflect gaps between functions, unclear decision rights or processes that have evolved without adequate coordination.

Areas I can help examine

• Operating structures, management roles and decision rights.
• Patient flow and coordination across departments.
• Workforce deployment and productivity.
• Materials management, inventory control and procurement processes.
• Service standards and operational protocols.
• Cross-functional coordination between clinical and support functions.
• Operating dashboards and management review routines.
• Escalation mechanisms and accountability for corrective action.

Potential deliverables

An operating-model review, process-improvement priorities, a responsibility matrix, a management dashboard and a structured review cadence.

Outcome sought

More consistent execution, improved visibility and better coordination across the organisation.

Mandate 04

4. Doctor Ecosystem and Clinical-Business Alignment

For hospitals where clinician engagement is central to growth and performance.

Doctors are not simply a resource to be managed. They are central to the hospital's clinical reputation, patient trust, specialty development and commercial sustainability.

At the same time, hospitals need consistent standards, predictable processes, sound financial management and shared organisational priorities.

Areas I can help examine

• Consultant recruitment and onboarding.
• Specialty and department development.
• Clinical and management communication.
• Role clarity, expectations and performance conversations.
• Barriers to clinician productivity and patient access.
• Alignment between clinical priorities and business plans.
• Coordination between doctors, nursing, administration and support functions.

Potential deliverables

A consultant engagement plan, specialty-development roadmap, structured communication mechanisms and agreed performance measures.

Outcome sought

Stronger working relationships, clearer expectations and a more coordinated approach to clinical and business objectives.

Mandate 05

5. Strategic Growth and Organisational Transformation

For promoters and leadership teams preparing for the next stage.

Expansion and transformation can introduce challenges that are difficult to resolve through routine management. New services, additional facilities, new leadership structures and greater scale all place demands on operating systems and organisational capability.

Areas I can help examine

• Business plans and operating assumptions.
• New service-line or specialty development.
• Capacity and resource planning.
• Budgeting, operating forecasts and management information.
• Readiness for expansion or a change in operating model.
• Prioritisation of competing initiatives.
• Implementation governance and transformation milestones.
• Risks arising from execution gaps.

Potential deliverables

A strategic operating assessment, business-plan review, initiative prioritisation, transformation roadmap and leadership review framework.

Outcome sought

Better-informed decisions and a more disciplined path from strategic intent to execution.

Mandate 06

6. Quality, Governance and Accreditation Readiness

For hospitals seeking stronger systems, safer processes and more reliable standards of care.

Quality improvement is most effective when it is embedded in daily operations, ownership and leadership routines—not treated solely as an accreditation exercise.

My advisory focus is on the operating systems and organisational practices that support quality governance and readiness.

Areas I can help examine

• Quality governance and leadership accountability.
• Patient-safety processes and incident-learning systems.
• Standard operating procedures and documentation.
• Internal audit and clinical-audit processes.
• Corrective and preventive action tracking.
• Key quality indicators and management review.
• Cross-functional coordination for quality improvement.
• Gap assessment and implementation planning aligned with relevant NABH or JCI requirements.

Potential deliverables

A readiness assessment, gap register, corrective-action roadmap, ownership framework and review dashboard.

Outcome sought

Stronger quality systems and more consistent organisational readiness.

The scope of any NABH/JCI-related engagement would be defined around operational improvement and readiness. Accreditation decisions remain with the relevant accrediting body.

Mandate 07

7. Promoter, Board and CEO Advisory

For leaders who need an experienced operator's perspective before making important decisions.

Some challenges require more than a conventional project. They require a confidential discussion with someone who understands how management decisions play out inside complex healthcare organisations.

Possible subjects include:

• Persistent operating or financial underperformance.
• Strategic priorities and management trade-offs.
• Concerns about leadership capacity or execution.
• The feasibility of an expansion or turnaround plan.
• Alignment between owners and management.
• Operating risks that are not visible in headline numbers.
• The priorities that should receive leadership attention.

Potential engagement formats:

Confidential advisory conversations, periodic leadership support, focused reviews or a defined mandate.

Outcome sought:

Clearer thinking, better-grounded decisions and sharper priorities.

PAGE 4 — SELECTED IMPACT

The work behind the titles.

A leadership career should be judged not only by its positions, but also by the business challenges addressed, the complexity managed and the improvements achieved.

Editorial Governance Note: The examples below provide a starting point for presenting my experience. The final published version should include only verified results and information that can be disclosed.

Case Study 01 — Multi-Unit Portfolio Growth

Case Study 1: Driving Revenue Growth Across a Two-Unit Hospital Portfolio

Reported Result ₹15 Cr → ₹23 Cr

The challenge

A multi-unit hospital portfolio required a focused approach to business growth, consultant engagement and operating performance.

My area of responsibility

Zonal leadership with P&L responsibility across two hospital units.

The approach

Focused attention on revenue enhancement, doctor onboarding, business development, cost-management priorities and operating performance.

Reported result

Revenue increased from ₹15 crore to ₹23 crore during the relevant leadership period.

Why it matters

Revenue growth is more meaningful when considered alongside operating discipline, the sustainability of growth and the hospital's underlying service-line capabilities.

Pre-Publication Verification: Before publication, confirm the reporting period, whether the figures refer to annual or other revenue, the financial basis and the degree of attribution to your leadership.

Case Study 02 — Large-Scale Institutional Operations

Case Study 2: Leading Operations in a Large Teaching and Multispecialty Hospital

Operating Scale ~850-Bed Hospital

The challenge

Large academic and multispecialty hospitals must coordinate clinical services, doctors, nursing, support departments, patient services, teaching-related priorities and financial objectives within one operating environment.

My area of responsibility

Senior operating leadership at an approximately 850-bed teaching and multispecialty hospital.

Areas of work

01 Operational management and performance monitoring.

02 Consultant recruitment and onboarding.

03 Development of specialty services and new programmes.

04 Business planning, budgets and decision support.

05 Materials management and inventory processes.

06 Coordination across clinical and non-clinical functions.

07 Patient satisfaction and organisational brand presence.

Why it matters

Large hospitals do not improve through isolated interventions. They require coordinated management across multiple functions, with clear accountability and consistent execution.

The broader lesson

Operating complexity must be managed as an integrated system rather than a series of disconnected departments.

Case Study 03 — Turnaround & Operating Recovery

Case Study 3: Improving Financial Performance in Challenging Hospital Environments

Operating Trajectory Negative → Positive EBITDA

The challenge

Some hospital environments face a difficult combination of financial losses, underdeveloped operations, limited business momentum and inconsistent management systems.

My area of experience

Healthcare turnaround and performance-improvement initiatives, including work associated with a shift from negative EBITDA to positive operating performance.

Areas of focus

01 Understanding the drivers of operating losses.

02 Examining revenue and cost structures.

03 Strengthening operating discipline.

04 Developing a clearer business and performance agenda.

05 Improving management visibility and accountability.

Why it matters

A turnaround requires more than short-term cost reduction. It requires understanding the economics of the business and creating an operating model capable of sustaining improvement.

Pre-Publication Verification: Before publication, identify the relevant organisation or anonymised case, the baseline and endpoint, the period and whether the reported +22% refers to EBITDA margin or another measure. Do not use a percentage until this has been verified.

Case Study 04 — Commercial & Clinical Integration

Case Study 4: Building Clinical and Business Capability

Core Focus Operating Model Integration

The challenge

Healthcare growth depends on more than physical capacity. It requires the clinicians, service lines, systems and market relationships needed to convert infrastructure into reliable patient services.

My areas of work

01 Consultant recruitment and onboarding.

02 Specialty and service-line development.

03 Business development and marketing coordination.

04 Operating-process improvement.

05 Inventory and materials-management systems.

06 Patient experience and service coordination.

Why it matters

The quality of a hospital's operating model is reflected in how effectively its clinical expertise, infrastructure and support functions work together.

PAGE 5 — QUALITY & OPERATIONAL EXCELLENCE

Quality must work in practice, not only on paper.

Quality, patient safety and accreditation readiness depend on the strength of an organisation's everyday operating systems.

Policies and protocols matter, but they are effective only when teams understand them, responsibilities are clear, deviations are addressed and leadership reviews lead to action.

My approach to quality-related advisory work focuses on the connection between governance, implementation and operating discipline.

Operating Connection

Governance • Implementation • Operating Discipline

01. Governance → 02. Implementation → 03. Operating Discipline

Core Framework

Key areas

01 / OWNERSHIP

Quality governance

Clarifying ownership, escalation, management review and accountability for improvement.

02 / CLINICAL SAFETY

Patient-safety systems

Examining incident reporting, learning, corrective action and the consistency of safety-related processes.

03 / PROTOCOLS

Standards and operating procedures

Reviewing how protocols are documented, communicated, implemented and monitored.

04 / CAPA & CLOSURE

Audit and improvement cycles

Supporting structured gap assessment, corrective-action plans, internal review and closure tracking.

05 / MEASUREMENT

Performance indicators

Selecting meaningful indicators, establishing ownership and ensuring that results inform management decisions.

06 / STANDARDS ALIGNMENT

NABH/JCI readiness

Helping leadership teams organise gap assessments, implementation priorities, documentation, departmental coordination and readiness reviews against the applicable standards.

The objective

To help healthcare organisations develop quality systems that are owned by leadership, understood by teams and reflected in actual working practices.

Regulatory & Advisory Positioning

This service is positioned as operational and implementation advisory. It does not imply endorsement by, affiliation with, or authority to certify an organisation on behalf of NABH or JCI.

OPTIONAL PAGE — INSIGHTS

Perspectives on healthcare performance and leadership.

A collection of practical observations on the issues that shape hospital performance, organisational growth and healthcare leadership.

Editorial Mandate: Each article should demonstrate how I think through a real business challenge. The objective is not to publish generic healthcare commentary, but to give prospective clients a reason to trust my judgement.

Potential article topics:

MONOGRAPH 01 DIAGNOSTIC PERSPECTIVE

Why hospitals with strong infrastructure still underperform.

Executive Briefing Topic

MONOGRAPH 02 FINANCIAL DISCIPLINE

The difference between hospital revenue growth and sustainable profitability.

Executive Briefing Topic

MONOGRAPH 03 CLINICAL-BUSINESS ALIGNMENT

Why doctor engagement is a business-performance issue.

Executive Briefing Topic

MONOGRAPH 04 CAPITAL & EXPANSION

What promoters should examine before deciding to expand a hospital.

Executive Briefing Topic

MONOGRAPH 05 OPERATING INTELLIGENCE

How hospital leaders can turn operating data into better decisions.

Executive Briefing Topic

MONOGRAPH 06 QUALITY SYSTEMS

Common gaps between accreditation documentation and actual operating practice.

Executive Briefing Topic

MONOGRAPH 07 EXECUTION DISCIPLINE

Why hospital turnarounds fail despite strong strategic plans.

Executive Briefing Topic

MONOGRAPH 08 BOARD OVERSIGHT

Five questions every hospital board should ask about operating performance.

Executive Briefing Topic

MONOGRAPH 09 SERVICE-LINE ECONOMICS

How to identify underperforming service lines without relying only on occupancy.

Executive Briefing Topic

MONOGRAPH 10 INTEGRATED ECOSYSTEM

Balancing patient experience, quality, productivity and financial sustainability.

Executive Briefing Topic

PAGE 6 — CONTACT

Let's discuss the healthcare challenge you are trying to solve.

Whether you are dealing with an underperforming hospital, evaluating a growth opportunity, strengthening an operating model or seeking an experienced perspective on a difficult leadership decision, a conversation can help establish whether there is a meaningful fit.

I welcome conversations with hospital promoters, investors, boards, CEOs, COOs and doctor-entrepreneurs seeking senior-level healthcare operating insight or strategic advisory support.

Start with three things

1. Your organisation

A brief description of the hospital, healthcare business or proposed venture.

2. The challenge

The business, operational or strategic issue that requires attention.

3. The outcome

What you need to improve, decide or accomplish.

The first conversation can be exploratory and confidential. Any subsequent engagement would be defined around the problem, scope and expected outcomes.

Contact details

Atul Behll

Healthcare Leadership | Turnaround & Growth | Strategic Advisory

Email Advisory Desk (via Enquiry Form)

Phone: Direct Callback on Request

Location:

India | Open to relevant opportunities internationally

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