Chief Financial Officer/Chief Operating Officer
Reem Hospital
مجموع سنوات الخبرة :35 years, 1 أشهر
Reem Hospital Group is a healthcare group operating over 400 inpatient beds and providing several other healthcare services. Reem is committed to implement world class clinical care in partnership with VAMED, one of the world’s leading providers in the planning, construction and operation of healthcare facilities.
The role is broad and includes all company finance and operations responsibility, including Supply Chain, Facilities Management, Call Centre and other outsourced support services.
Responsible for the oversight of the operations of the Finance department, set goals and objectives, and designed a framework for these to be met.
Responsible for ensuring that the budgeting, monthly re-forecasting, operational & financial analysis, monthly reporting, month-end accounting, and the auditing functions are all executed smoothly, effectively and accurately.
Successfully managed cashflow and treasury requirements during start-up phase focussing on minimising cash-burn in a delayed construction environment maintaining excellent rapport and support with/from investors and financiers.
Project Sponsor for the implementation of SAP Supply Chain and Financials.
Lead the commissioning of an incomplete facility (Dar Al Shifaa Hospital in Khalifa City A) to make 80 beds available to support the UAE government in its response to the COVID-19 pandemic. We treated 200 patients across a 6-month period of time. My team commissioned and activated Dar Al Shifaa Hospital within 15 days.
Launched a Long Term Care (LTC) and Post Acute Rehabilitation (PAR) for 80 beds also at Dar Al Shifaa Hospital.
Launched a Homecare service across Abu Dhabi caring for over 2000 patients within 6 months.
Lead the tender, evaluation and award process for major Supply Chain outsourced contracts including Facilities Management, Biomedical Engineering, Laboratory, Catering, Housekeeping, Security, Laundry, Uniforms and Linen, Medical Consumables, Waste Management
Lead the tender, evaluation and award process for major outsourced front-line contracts; Telemedicine and Call Centre.
The role is broad and covered all corporate and administration areas within the company. This includes; Finance, Human Resources, Public Relations, Supply Chain, Fleet, Quality and HSE, IT, Performance and Evaluation. I oversaw:
Implementation of new procurement and supply chain strategy, systems and process across the UAE operations providing effective resupply to 35 operational bases, delivering hard procurement savings
The successful on-boarding and management of new personnel increasing headcount by over 1, 000 of multiple disciplines from multiple countries in less than 30 months
Implementation of Oracle Financials, Procurement and HR
Accreditation in ISO9001, 14001, 18001
Accreditation by Joint Commission International (JCI)
Design, specification and implementation of 24x7 emergency call centre with full disaster recovery redundancy and mobile device connectivity, receiving over 66, 000 calls per month
Specification, sourcing, procurement and deployment of an entire new fleet of emergency vehicles across the UAE
Oversight of sourcing and preparation of appropriate staff accommodation - residential, commercial
Oversight of sourcing, designing and fitting out of new warehouse and hanger facilities to accommodate new supply and fleet requirements
Ranked highest performer by internal audit (Deloitte) of all organisations of Ministry of Interior related companies
The role covered all areas of financial and operational management within the company. Development of organisation strategies. Responsible for development, implementation, management and monitoring of all financial policies, procedures and systems. Deliver accurate financial business planning, timely accounting and financial reporting across all areas of the business. Management of revenue collections, cashflow, treasury, accounts payable, along with ICT, human resources and payroll. Coordination of internal and external audit reviews. From an operational perspective responsibilities covered project management, contract management, legal and insurance.
The successful financing and delivery of residential and commercial towers worth AED2bn comprising a total of 700+ apartments and 32 floors of commercial office space in an emerging market during one of the greatest recessions in history.
Strong and consistent financial performance maintaining profit year on year in the most challenging of economic circumstances.
Highest ranking company within the Group from internal audit review. Policy, procedures, controls and documentation described as “exceptional”.
Implementation of effective revenue billing and collection system which resulted in default rate of less than 2%.
Excellent cashflow management resulted in maintaining positive cashflow from 2008 until present.
Responsible for the setup and commercialisation of a five star plus game reserve and lodge in a remote part of Southern Africa.
Coordination of Abu Dhabi business interests in central west Africa, including direct interface with the country’s President.
Provided a range of management consulting services to district health board providers and funders of health services throughout New Zealand, along with the Ministry of Health itself. Areas of consultancy included supply chain management and procurement, asset management planning, clinical service planning, facility master planning, , revenue budgeting, financial forecasting, analysis and reporting, information system specification and implementation. Was responsible for project management, project team recruitment, budget, supplier management, project reporting to steering committees and boards.
Project managed the development of a centralised supply chain management shared service from a number of disconnected unrelated functions for a large health authority region. Annual spend in excess of $500m. Development of new planning processes, strategic sourcing guidelines, warehouse, distribution and logistics facilities, contract management practices, process and procedure improvement. Finally business requirements analysis and system selection and implementation.
Project managed the restructure of the supply chain management division in a health authority. Annual spend approx $100m. Appointment of new supply chain director, and other key personnel in strategic sourcing and contract management and product evaluation. Rationalised vendor base, redeveloped reorder methodologies, introduced new benchmarking process and greatly reduced waste. This resulted in 18% year on year savings.
Project managed the development of a clinical service plan and facility master plan for a 320 bed hospital. The proposed service plan and facility master plan provided millions in year on year opex savings, while providing a superior patient journey. It received unanimous board approval.
Provided project management and management consulting services to Metronet Rail, a newly formed joint venture through a UK government led, public/private/partnership initiative. Consultancy services were required to be provided in the establishment of the supply chain management function. This involved definition of business policies, processes, procedures, and systems requirements. Responsible for full project management, including project budget, project team recruitment, supplier management and project reporting to stakeholder rep group. This was in an environment where the majority of existing policies, processes, procedures and systems along with staff had been carried over from the government run London Underground. There was a large scale opportunity for significant business process improvement.
Successfully project managed the business process improvement, business requirements analysis and system selection for supply chain/procurement. The key focus was around improvement of business processes from the legacy organisation - London Underground. All new policies, processes and procedures achieved approval and sign off from the board. All areas of the SCM cycle required definition or re-engineering including planning, sourcing, procurement and fulfilment. Linkages were required into the asset management and maintenance management functions. The system selection tender process was then managed incorporating the business requirements analysis (derived from the new policies, processes and procedures).
Project managed the redefinition of the enterprise wide programme management methodology for construction of new rail infrastructure and maintenance of existing infrastructure. This project required the transformation of the existing programme management methodology that Metronet Rail inherited that was particularly cumbersome and bureaucratic. In order to achieve success extensive stakeholder consultation was required throughout the project.
Took overall responsibility for delivering two major projects in a new business stream for Williams Lea. The projects involved completely reengineering the procurement and supply chain functions within the client organisations. This included full strategic sourcing review resulting in significant vendor rationalisation to considerably increase leverage, new benchmarking methodology, business process improvement, system requirements analysis, system selection, system development, implementation, and integration along with workforce restructuring. The scope covered the full supply chain cycle including buy side and sell side.
Delivered an outsourced procurement solution to support a £200 million procurement contract with AXA Insurance. Extensive business analysis phase in order to define the ‘future state’ business process. The future state resulted in a significantly re-engineered procurement strategy including large rationalisation of the vendor base. Implementation was across multiple client sites and involved a number of system integration issues to ERP systems from a buy and sell side perspective along with considerable system configuration to support a complex procurement and approval work flow process including the enabling and training of 40 vendors. The change management process was particularly successful having taken on a number of existing long term AXA staff and integrating them with new staff from Williams Lea. The project was completed on time, within budget and delivered annual year on year procurement hard savings of 21% (£42m). There were also considerable soft savings derived from the improved processes.
- An outsourced procurement solution to support £120 million contract with Royal and Sun Alliance. Far wider range of product lines made the vendor rationalisation more challenging to get to a level where the vendor base was small enough to deliver savings through a large share of the spend, while still covering all product lines.
Provided services to a wide ranging client base throughout New Zealand and Australia focusing on strategic planning, business process improvement, supply chain management, financial system selection and implementation, financial analysis and decision support tools. Responsible for winning new business and securing new clients. Client companies ranged from medium sized businesses to large multi-national organisations. Led project teams of varying sizes and of multiple disciplines.
Provided chartered accounting and business advisory services to established client base. Focused on business planning, budgeting and forecasting, preparation and analysis of financial statements, tax and corporate compliance.