Tejdeep Singh Randhawa

Guided the hospital during a period of operational turbulence, fragmented teams, stalled empanelments, weak BD structure, declining clinician confidence, and a hospital stuck in reactive mode with no forward momentum. Over last few months, led a structured turnaround that stabilised the organisation, rebuilt capability, and set the hospital on a clear growth trajectory. • Rebuilt the Business Development function by placing the right talent, defining KPIs, formalising outreach processes, and transforming BD from ad-hoc activity into a predictable revenue engine. • Completed long-pending empanelments and revived major institutional relationships, restoring market access and improving case mix quality. • Re-established clinician trust and participation through transparent communication, consistent schedules, and operational support—resulting in stronger OPD engagement and service-line stability. • Strengthened core hospital operations across patient flow, ER conversion, IP/OP monetisation, discharge efficiency, and compliance, reducing leakages and improving coordination. • Improved profitability through manpower optimisation, procurement discipline, and tighter financial-operational alignment. • Introduced a clear governance structure with enhanced MIS, performance dashboards, and cross-functional accountability, enabling faster and data-led decision-making. • Boosted market visibility through targeted outreach programs and specialty-driven initiatives, strengthening referral pipelines and local presence. Outcome: Transformed a struggling, disjointed unit into a stable, aligned, and growth-ready hospital—rebuilding teams, systems, market channels, and clinician confidence within six months, and positioning the organisation for sustainable expansion.

• Managed airlift operations for critical care patient transport across national and international markets. • Coordinated the transfer of mortal remains in collaboration with hospitals and coroners. • Liaised with embassies and air traffic controllers in Asia, Americas, Africa, Oceania, and Australia to ensure seamless operations.

Extensive experience in start-up and established business environments. Solid understanding of B2B, B2G & B2C Marketing dynamics with exposure to Marketing and Sales Operations, Funnel and Pipeline management. Adept at reputation management and stakeholder communications. Developing strategic outcomes with EBITDA focus, leading to growth and turnarounds for; - Hospital and Healthcare - Market Share Profitability - Market Penetration Productivity - Target Segment Positioning - Gap Threat Analysis - Market Attractiveness Study - Revenue Growth Tactics - New Market Studies & Development - Business Communication Strategy - Public Relations Engagement - Digital Healthcare Horizons - MarTech Ecosystem Evolution Handled P&L and business strategy advisory for; - Stratmed - Blackfrog - CDOT - BigOHealth - Krishna Medical Centre - Neurosynaptic - Salcit Technologies - Cygnus Hospitals - Omni Hospitals - Padma Vitals - Saral Designs - Fuzhio Plastics

Key areas of focus: - Strategic Leadership & Growth: Developing and executing comprehensive plans, driving market expansion, and fostering a culture of innovation to achieve sustainable growth. Leading multi-unit operations and achieving significant growth in patient volume and revenue. Successfully entered new markets and identified opportunities for further expansion. - Operational Excellence & NABH Compliance: Ensuring efficient operations, optimizing resource utilization, and maintaining rigorous adherence to regulatory requirements like NABH standards. Implementing efficient operational practices and achieving cost reductions while maintaining service quality. Foster culture of continuous improvement across all hospital operations. - Quality Patient Care & Safety: Championing the highest standards of patient care, implementing patient safety protocols, and driving initiatives to improve satisfaction and outcomes. Cultivating a patient-centric culture and consistently exceeding patient satisfaction benchmarks. - Financial Acumen & Stakeholder Relations: Developing and managing budgets, implementing effective revenue generation strategies, building strong relationships with key stakeholders, and representing the organization in various forums. Managing complex budget processes and ensuring financial sustainability. - People Leadership & Talent Management: Leading and inspiring diverse healthcare teams, promoting collaboration, accountability, and continuous learning, and attracting and retaining top talent. Attracting and retaining top talent across various healthcare disciplines. - Strategic Partnerships & Collaborations: Exploring and establishing strategic partnerships with healthcare organizations to expand reach, leverage capabilities, and enhance the organization's impact. Building strong relationships with medical staff, government agencies, and community partners. Forging strategic partnerships that unlock new opportunities and drive innovation.

North India Business Cluster Head Achieved monthly 8.5 crores per month in in FY 22-23 as achievement of 102 crore target realization from Mother & Child specialties with 165 birthing per month. New Doctor Hiring for Specialty portfolio enhancement in Full-time, Part-time and Visiting Mode enablement. Handled IPO launch activities including “Silent Period” Media & PR strategy. Develop and implement the hospital's strategic vision and long-term goals in alignment with the mission and values of the organization. Drive financial performance, develop annual budgets, monitor key financial indicators. Identifying and building a pipeline of sales opportunities, developing and connecting with Referral, B2B, B2C, B2G, D2C to fulfill the revenue criteria and meeting business goals. Recruiting and hiring sales staff and developing training programs.

Healthcare and Hospital Consulting: Sales & Marketing, Digital Media Platforms, SMM, SEO, Corporate Marketing, Government Account Management, KAM, Medical Tourism, Data Science, P & L Management, Business Development, Public & Private TPA Management, CII & FICCI Collaboration, Government Liaisons, New Vertical Development, Team Building, Competency Development, Data Analytics. Business Contribution: - Set-Up Office and Business Processes, Implemented Operational Policies and A Strategic Plan for Setting Up MEDISYNC In India - Planned & Executed Big Budget Wellness Programs Under Occupational Health Vertical Driving Revenue of The Company. - Event Planning: Conducting CMEs, Open House, Corporate Health Talks and Health Clinics in Corporates & Communities, For Bringing Business, Stakeholder Engagement & For Increased Brand Visibility. - Developed National Sales & Marketing Strategies for The Medical Facilities by Devising Go-To-Market Strategies for All Business Verticals. - Driving Corporate Wellness & PHC Program for All Business Verticals for On-Boarded Corporates & PSUs. - Developed Partnership Funnels with Healthcare Industry Stakeholders Such as Wellness Companies, Insurance & TPA Companies, Hospitals, Diagnostic Centers, Doctors, Clinic Chains, Pharmacies Telemedicine operators, Healthcare aggregators for discounted services for end-users via content push through Digital & Analog channels for reaching maximum households. - Building And Maintaining a Strong Brand & Company Product Through Leadership and Relationship Management Activities. - Re-organizing business verticals, evolving pricing strategies. - Attending industry events, networking events, speaking at start-up conventions. - Freemium Corporate Camps: Introduced & Setup the network of corporate camps PAN INDIA. Planned and executed more than 200 camps in 18 months. - Developed the Lead generation model through these Corporate Camps, resulting in direct & indirect business from employees and families.

1. Successfully achieved 185 crores in FY 18-19, as compared to the previous FY achievement of 141 crores, by launching a new SPS Hospital Facility at Sirsa (Haryana). 2. Successfully executed Varchasva Awards for the internal motivation of SPS Hospital Doctors in FY 18-19. 3. Successfully launched the "True Valentine" initiative to encourage organ donation through recognition of spouses who donated their organs for the sake of their loved ones. 4. Successfully achieved alignment of cash, TPA, corporate accounts, PSU, international and walk-in business. 5. Successfully planned and executed SPS Dil-Ki-Daud with the largest participation of the general public and corporate as health awareness and CSR activity. 6. Successfully resolved and managed operational conflicts through patient interaction and media management. 7. Successfully undertook and resolved pricing challenges by moving from open billing to package approach. 8. Departmental team integration through personalized interaction with members and identifying their strengths and weaknesses. 9. Successfully resolved ECHS audit points and initiated new PSU tie-ups. 10. Realigned existing HCFs and added new HCFs for promoting international business. 11. Revived dormant corporate accounts and initiated new territory mapping through outreach programs. 12. Launched Home Care Program for local and NRI population. 13. Setting up of data-centric thought process in business planning and strategy execution. 14. Effectively launched and promoted special in-house clinics and specialty-specific campaigns. 15. Effectively revived and executed digital marketing through a website revamp and social media engagement.

1. Maximised Revenue for all business segments and key medical specialties for a 250 bedded multi-super specialty tertiary care hospital for FY 16-17 with 120% target achievement through alignment of cash, TPA, corporate accounts, PSU, and walk-in business strategies. 2. Conducted Cancer Awareness initiatives with Lisa Ray as a patient connect. 3. Converted Outreach OPDs as self-sustaining models. 4. Organised a CSR initiative for uplifting visually challenged children having singing talent. 5. Organised an awareness initiative towards the prevalent drug abuse problem in Punjab. 6. Further fine-tuned the referral business model to encourage interventions and surgical procedures. 7. Co-ordinated the APP launch for Fortis Hospital Ludhiana as a patient connect initiative. 8. Personally drove the top-20 referral partners for the business contribution program. 9. Launched Fortis Privilege Card for a patient loyalty program.

1. Increased business revenue generation by 151% from June 2014 to June 2015 (12 months). 2. Successfully launched IVF Centre and Cancer Centre. 3. Developed a TVC for filling the brand communication gap by highlighting the organization's multi super-specialty services with holistic patient care within budget. 4. Setting up marketing processes in terms of business management of fieldwork, organizing of MICE activities, and healthcare design ideologies. 5. Successfully implemented Specialty focus marketing strategies for lean month management. 6. Improved emergency services for trauma-based tie-ups. 7. Focused approach to existing and new Corporate Tie-ups. 8. Developed and implemented 30 km & 60 km rural connect strategy. 9. Envisioned and successfully organized One-of-its-Kind Cancer Awareness - Olympiad activity involving top 15 schools (connecting 6500+ student population) of Udaipur Division. 10. Designed and developed Corporate Lounge for handling Corporate and VIP patients.

 Implementing B2B, B2C & B2G Competitive Sales And Marketing Strategic Plans For Generating And Expanding Market Awareness For Achieving Revenue & Profitability Targets And Brand Visibility.  Formulating Strategies For Enhancing Product Visibility; Engaging & Utilising Communication Methods, Channels And Technologies For Audiences As A Part Of Fully Integrated Demand Generation Campaigns.  Crafting & Implementing Corporate Identity Guidelines (Brand Guidelines) For Developing & Maintaining Visual Identity, Brand Perception, And Recall.  Conceptualizing Marketing Plans For Product Launches, Promotional Activities, And Marketing Communications.

Strategic Hospital & Health Systems Management

Have won various certificates at University level in debates & brand games.

Post Graduation Diploma in Pharmaceutical Marketing Management

Bachelor in Pharmacy