Senior Manager, Planning and Project Management
Pro-Health
Total years of experience :17 years, 6 Months
• Identified market trends in latest technology, evaluated various scenarios and options, performed extensive market analysis, compiled data and developed a go-to-market strategy resulting in an estimated pipeline of $ 10 million across Middle East & North Africa region and Pakistan.
• Developed a client centric approach and secured key health sector clients in Saudi Arabia and UAE, thereby, securing $3M project which grew to $9M by expanding project scope with client.
• Supported teams in project management, procurement, supply chain and logistics across various multiple projects and ensured timely execution of project and reduction of direct cost by 10% (approx.)
• Undertook appropriate risk mitigation measures, reducing cost and lead times within the specified quality parameters and designed corrective actions when required.
• Negotiated medical equipment supply contracts with five international vendors, for a cardiac hospital project in Rawalpindi, resulting in overall saving of USD 5 million in three years
• Successfully established a team of 15 biomedical engineers and their technical resources, as team leader and signed third-party service contract with DUHS for 3 MRI, 3 CT-Scan, 7 X-Ray machines, 5 Radiology rooms, 36 Ultra Sound machines, lab automation system and other medical equipment installed at Dow University Teaching Hospital (Ojha Campus) and establishment school of biomedical technology.
• Evaluated and vetted room data vis-à-vis layout of hospitals concerning equipment listing, service requirement to ensure effective use of space.
• Consulted extensively with architects to design the hospital blueprints, ensuring that patient safety, hygiene, operational needs and traffic flow requirements are met and achieving accreditation standards.
• Crafted supply chain management strategy of large public-sector hospital, for managing supplier relationships and developed framework for measuring ongoing performance of key suppliers, including performance metrics and supplier scorecards.
• Categorized and managed business relationships and alliances based on complexity (in design, logistics or specifications) and value (in dollars spent, critical to the business and market risk).
• Designed robust supply chain management framework for a health project with implementation five locations, resulting in a reduction of lead time by 29 days; overall project USD 3M cost saving for the project.
• Led transfer of Philips Medical System’s agency and installed base to Matora Digionics seamlessly without downtime for clients and put together a team of engineers to look after the service and warranty contracts.
• Identified multiple sources for procurement of major equipment and ancillary parts and negotiated competitive rates with extended warranty and maintenance agreements.
• Undertook liaison with Principals for the training of service engineers.
• Generated weekly reports of ongoing service issues and jobs for management, to identify problems and propose solutions.
• Kept the engineers updated of available upgrades for installed equipment in the territory and enforce active selling of any revenue generating updates.
• Developed and implemented a technical skill up gradation program for service engineers, use of proper site and installation checking procedures and ensured use of proper quotation preparation procedures.
• Prepared accounts’ statements for service department to determine profitability for each project and client
• Participated in project proposals for technical input to ensure proper allocation of installation, warranty and service costs.
• Ensured horizontal collaboration with service managers for optimum utility of available resources.
• Completed all documents and maintained filling system related to divisional matters.
• Maintained all service manuals, service records, spare parts lists, updates on service and sales support data including brochures and technical/training data sheets.
Major Responsibilities included principal’s data management; customer’s data management; installed-base management; communication with the principals, branches, and with the customers; identification of new sources for spares/accessories and arranging the same; spare parts inventory management; arranging the visits of the application experts from the principals; facilitating the engineers with their installation requirements and helping out the engineers technically where it is required; coordination in buying the sub-systems
included overall management of the customer services/sales department by ensuring that services are adequately monitored in line with the company’s policy; monitoring of the recovery of outstanding receivables; ensuring that the scope, contents, time schedules, cost and other relevant features of the work undertaken are discussed and agreed with the clients; planning and allocation of resources to achieve work objectives; working in close liaison with the Branch Manager to achieve the objectives of Hi-Links.
included management of Cash Flow and Daily Sales Reconciliation through Computerized Accounting System; maintenance of system hardware; working as co-coordinator with Administration and Accounts departments.
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