Public Profile

I am voluntary involved as ‘fee for service’ consultant role as Advisory Group member of Phoenix Global Academy, USA. As an advisory consultant, I am looking after their Southeast Asia and Africa region for advancement of private hospital’s operating system, I am also in a position to recommend hospital risk reduction plan to control and prevent recurrence of incidents along with improve quality of service.

​I am currently the CEO of a super-specialty 320 bed hospital in Bangladesh where ​I lead a team of 745 staff. We have specific agenda for Joint Commission International accreditation. The clinical program of the hospital is extended into five (5) ‘Center of Excellence’, eight (8) ancillary clinic and five (5) support services. In the perception of our ‘Center of Excellence’, where trust is guaranteed, and not just from hospital promotion perspective. A system in place to checks and balances that can not only guarantee a patient the best results but can also prevent misrepresentation. Thus, we identified (1) Gastro Liver Center, (2) Kidney Disease Center, (3) Neuro-Science Center, (4) Mother and Child Care Center, and (5) Bone and Joint Center as our ‘Center of Excellence’. We are five star service provider to cater these five super-specialties patient.

As a 'Growth Mindset' leader, I am transforming 'center of excellence' with an additional voice where, the NEED of the patent always comes FIRST. My strategic conversation is to engage all staff in critical consideration of 'where they are today' and where they would like to be in the future. I am assisting leaders and managers in planning and executing the actions required in moving from an “As Is” to a “Desired Future” Condition [DFC]. Then, together we're implementing a 'Core Management Systems Model' for the hospital, reflects a basic structure of five, highly interrelated systems- Service Delivery management; HR Management; Support Services, management; Administrative Management; and, the Financial Management.

Expanding business from one sub-specialty to next 4 canters of excellence with 8 ambulatory care canters for the hospital. Revenue turns into 1.2 crore to 3.4 crore BDT, targeting to triple the revenue by extending clinical program and, engaging more physicians, reviewing business development, with extensive packages offer for the community

I’m currently the Chief Operating Officer – Ispahani Islamia Eye Institute and hospitals, and mentoring 4 hospitals under his leadership with 647 employees. I’ve the overall responsibility for the success of the management and operations of the entire 4 hospitals through his combined expertise in the international healthcare industry and visionary strategic management. My extensive experience in healthcare governance, quality management, JCI accreditation and operations includes a healthcare career of 15 years in the emerging healthcare service and exceptionally successful in involving physicians for transforming ‘Core Management System’

Reporting to the Country Director fhi360; Summary: The Rockefeller Foundation has provided Family Health International (FHI 360) with a grant to develop and implement a hospital accreditation system in Bangladesh as part of their “Transforming Health Systems” Initiative in Asia. The objectives of the project are to establish a National Accreditation Committee (NAC) to develop Hospital Accreditation (HA) standards for Bangladesh and to oversee the implementation of HA in Bangladesh, build the capacity of NAC by identifying and training HA surveyors and support implementation of HA standards in a few hospitals. Some of the highlights so far are the launching of the project, formation of Project Task Force, establishing subcommittees and developing the draft standards. Director General of Health Services [DGHS] under Ministry of Health and family welfare is key stakeholder of the program where I'm providing overall support including HR development to this project team.
Background of the project: Hospital Accreditation can be the single most important approach for improving the quality and safety of healthcare services. Accreditation is a formal process by which a recognized and independent body assesses and recognizes that a health care facility meets applicable predetermined standards. By ensuring quality of services in accredited healthcare facility patients, health care providers, healthcare facility and the regulatory bodies as well as the communities are benefited.
Bangladesh currently lacks established standards for health care facilities (hospitals) and an organized system for accreditation of health care facilities against those standards. In order to cope with the newly emerging competitive environment of health care service delivery, autonomous, and private health care institutions started realizing the importance of accreditation and seeking a recognized accreditation system. A pilot project is initiated to support in establishing Hospital Accreditation (HA) system in Bangladesh (for public and private sector hospitals at different levels), capacity building of the assessors for assessing hospitals and support implementation of HA standards in a limited number of hospitals to gain accreditation. This project enhances the effectiveness of both public and private hospitals, spread good organizational practices, develop accreditation standards, policies and systems, enhance knowledge of quality, and will test the principles of HA accreditation in Bangladesh.
Achievement:
• Finalized the National hospital standards
• Framework development of National accreditation Board/Council
• Piloting the hospital accreditation standards

Reporting to the Chief Executive Officer and Managing Director; Summary: FVH is a general 250 beds hospital with 6 wards: 2 for surgery, 2 for medicine (one more for cancer cases and severe cases, one more for regular medical patients, from cardiology, internal medicine, gastroenterology, endocrinology, etc) one for pediatrics and one for maternity. It also has an Intensive Care Unit, a neonatal care unit, and a "day ward" for patients who need surgery but do not have to stay overnight. FVH offers services in 30+ specialties, excluding cardiac surgery, large burns, hemodialysis and transplantation. Far East Medical Vietnam Limited [FEM-VN] (FV Hospital is the trademark) is a 100% foreign-owned company, owned by Far East Medical HK Limited a Hong Kong based company. The Board meeting takes place every November in Vietnam during which the budget for the following year is approved, results of the past year are reviewed and general strategies defined. FVH has about 700 staff including 30 expats of which 18 are doctors (15 French, 2 American and one Korean): 2 head nurses, one physio, the nursing director, the facility director and a few others in various departments like Marketing and the mix of expatriate staff in medical, nursing and allied health.In Vietnam, insurance is still a very new concept. 80% of FVH’s patients pay out of their pockets, and 20% are insured, this part is growing. Insured patients represent 35% of FVH’s revenues.

The position is establishing this new Quality Assurance & Clinical Governance department of the hospital to ensure patient safety and international standards of patient’s care. Thus, the department is working on the development of Total quality management [TQM], co-ordination, implementation and evaluation of continuous quality improvement (CQI) and quality improvement (QI), to improve quality care and decrease costs. Beyond that, the department is formulating new clinical governance systems for the hospital to guarantee better outcome and accountability of each care giver. It also processes to support the monitoring of key quality indicators in all service area of Hospital.