The three numbers a board should ask growth for
Which three numbers a hospital group’s board should hold growth to each quarter, how to defend them when they move, what they hide, and how to stop the pack regrowing.
Author: Gaurav Phogat
Gaurav Phogat runs digital for one of Asia’s largest hospital groups — patient acquisition, CRM, AI and the platforms behind them — and writes about growth and digital from the operator’s seat. Engineer by training, MBA from ISB. Based in Hyderabad.
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The specialty mix conversation, with the demand data on the table
How search, enquiry and conversion data reframes which specialties a hospital group invests in, why it is political, and how to bring it without starting a war.
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The engineer’s lens in a clinical organisation
Where systems thinking, measurement and process help a hospital group’s growth function, where a hospital stops behaving like a system, and what an engineer must learn about judgement.
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The board pack from digital and growth: the two pages that get read
How to structure the quarterly board paper from digital and growth, which metrics survive, what to leave out, how to show risk, and why it is not a marketing report.
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Succession inside a growth and digital function
The hybrid roles a hospital group’s growth function cannot survive without, how to grow product and data talent inside a hospital, and how to make yourself replaceable.
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Sitting on a subsidiary board as a growth operator
What a board seat on a hospital group’s digital subsidiary actually asks of an operator: oversight not execution, related-party and data scrutiny, and the questions worth repeating.
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From digital head to growth leader: what I had to unlearn
A candid account of the habits a digital head has to give up to own growth in a hospital group: campaigns, channels, vanity metrics, building, and defending your own function.
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Unit head versus group: designing the growth operating model
Who owns the site, the listings, the CRM and the contact centre in a multi-unit hospital group, the service levels each way, the budget split, and how both extremes fail.
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The doctor-referral network as a product
How physician referrals really work in Indian cities, the ethical line, and the report-sharing, feedback and measurement tools that grow referral share without paying for it.
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Insurers and TPAs as a growth channel
The insured patient filters on the payer before the brand: empanelment data, insurer-network listings, pre-auth turnaround and what the CRM must know about every payer.