Company: Confidential private-equity-backed healthcare network
Board base: Hyderabad, Telangana
Sector: Dialysis and chronic renal care
Appointment: Independent Director, Non-Executive
Intended committees: Clinical Quality & Patient Safety Committee Chair; member, Audit and Risk Committees
Time commitment: 28–35 days annually, including centre and government-contract reviews
Application deadline: 29 September 2026
Expected appointment: December 2026
Company context
The platform provides haemodialysis and related renal-care services through standalone centres, hospital partnerships and public-private programmes. It serves recurring patients who depend on reliable treatment several times each week. Growth combines new centres, government tenders, hospital outsourcing and acquisition of regional operators.
Market hint: A sponsor-backed network with meaningful government-scheme exposure, hub procurement and a mix of hospital and standalone centres may suggest several renal-care platforms. Centre count, sponsor and state contracts are withheld.
Board mandate
The director will ensure that recurring-care economics never compromise infection control, treatment adequacy, staffing or patient continuity. The Board must see clinical and cash performance at the same centre-and-cohort level.
Strategic priorities
- Define outcome measures covering treatment adequacy, vascular access, infection, hospitalisation, missed sessions, mortality, anaemia management and patient-reported experience, adjusted for case mix.
- Establish water-treatment, machine-disinfection, dialyser, medication, emergency and consumable critical controls with independent verification.
- Track staffing, nephrologist coverage, technician competence, nurse ratios, fatigue, agency labour and escalation capability by shift and centre.
- Review PPP and government contracts for eligibility, package economics, claims evidence, rejection, payment delay, consumables, staffing and termination risk.
- Protect patient continuity during hospital disputes, centre closure, supply disruption, flood, cyber outage or delayed government payment.
- Examine centre economics after occupancy, staffing, nephrologist cost, rent, maintenance, water, consumables, bad debt and central allocation.
- Set new-centre gates based on patient density, referral dependence, emergency transfer, licence readiness, working capital and time to safe scale.
- Govern procurement and reuse policies for dialysers, bloodlines, concentrates, drugs and imported machines through safety, traceability and conflicts.
- Require acquisition diligence on outcomes, infection, water, contracts, cash, clinician relationships, equipment, licences and incident history.
- Protect patient data, schedule integrity and clinical continuity during technology deployment.
Decisions expected at Board level
- Whether a government contract should continue when payment delays threaten safe service.
- Whether a centre with recurring infection indicators should pause treatment and transfer patients.
- Whether a hospital partner provides adequate emergency support for a new unit.
- Whether an acquisition’s reported EBITDA survives clinical and equipment remediation.
- Whether cost reduction in consumables or staffing crosses a patient-safety boundary.
Candidate profile
Essential: Former dialysis, hospital, chronic-care, medical-device or healthcare-network CEO/COO/CFO/clinical leader, healthcare investor or regulator; multi-site clinical governance; PPP or reimbursement economics; acquisition and patient-continuity judgement.
Preferred: nephrology, infection prevention, water systems, government health schemes, healthcare buy-and-build, Audit Committee experience.
Eligibility and conflicts
Active IICA registration and verified test/exemption status are mandatory for this search. Candidates must disclose hospital, nephrologist, government-contract, equipment, consumable, pharmaceutical, insurer, laboratory, investor, auditor and acquisition-target relationships.
First-year outcomes
- Comparable centre-level clinical and financial performance.
- Verified infection, water and emergency critical controls.
- PPP decisions based on full cash and patient-continuity risk.
- Acquisition gates integrating clinical remediation and return.
- Tested continuity for centre, supplier and technology disruption.