From the numbers to the change
- Your numbers sayOccupancy fine, cash short, insurer claims aging
- The cause underneathPayor mix shifted to slow-paying insurers, high consultant payouts, equipment underused
- What changesReconcile claims, rebalance mix and payouts, raise utilisation of costly equipment
- What to expectReceivables fall, revenue per bed or per room rises
An illustration of how the thinking runs, not a client result.
The numbers that matter most here
Track these by month and by unit.
| Number | Why it matters in this business |
|---|---|
| Revenue per bed, per room or per procedure | Productivity of the fixed asset |
| Payor mix and days to collect, by payor | Insurer and scheme receivables can dwarf cash receipts |
| Claim rejection and deduction rate | Direct profit leakage |
| Doctor and consultant payout as % of revenue | Often the largest cost line |
| Equipment utilisation vs loan repayment | Debt-funded kit that sits idle |
What trouble usually looks like
| The numbers show | The cause is often |
|---|---|
| Revenue steady, collections slow | A bigger share from insurers and schemes with long cycles |
| Margin down, volume up | Discounts, package pricing below cost, higher payouts |
| Debt service heavy | Equipment bought ahead of patient volumes |
| Consumables cost rising | Purchase control, wastage and expiry |
How we would sequence a turnaround
Map receivables by payor
and follow up each insurer on a rhythm.
Fix claim quality
to cut rejections at source.
Review package prices and payouts
against the real cost per case.
Raise utilisation or share costly equipment,
and stop adding more.
Control consumables and expiry.
Business under pressure? Let a CFO read your numbers.
A senior CFO reads them with you and tells you what is really going on. No cost, no obligation.
What is specific to healthcare
Quality and compliance rules matter in healthcare and are not negotiable in a turnaround. We look at the money; clinical standards stay with clinical leaders.
Related reading
On the main CFOSurge India site: Healthcare CFO services.
CFOAvatar complements every turnaround
A human CFO sees your business at the review. Problems do not wait for the meeting. CFOAvatar is connected to your accounting data and checks your numbers every day, so the scoreboard in a turnaround is always current. Ask it what an owner in trouble would ask:
What owners say after the numbers started talking
They even worked with us to finetune our software (Gross Mart) so we could get micro-level details on various aspects of the business. On top of that, they streamlined our receivables follow-up process and provided valuable guidance on bank loans and valuations.
Their structured MIS reports have given us clear visibility into our business performance, enabling faster and more informed decisions. The budgeting and cash flow monitoring system introduced by their team has helped us plan our funds more effectively and manage our operations with greater confidence.
You have planned to set goals along with me and have been proactive in ensuring that we reach milestones as planned. In the event you depended on me for my inputs or consent, you have been prompt and caring in ensuring that we do not waste time.
Quoted word for word from our clients. Read more client words →
Questions owners ask us
Why is my clinic or hospital short of cash despite patients?
Because collections from insurers and schemes are slow, claims are rejected or deducted, and fixed costs are high. The numbers by payor show where.
Can you advise on clinical decisions?
No. We work on financial and operational numbers. Clinical decisions stay with doctors.
Do you work with small clinics and labs?
Yes. The method scales down to a single centre.