Director of Hospital Integration — Interim, Healthcare Services

The mandate

Two hospital purchases completed four months apart, but the appointed integration leader withdrew for personal reasons before day one. Site teams are protecting legacy practices while synergy commitments and patient-safety dependencies advance without a single accountable integrator.

The director must join within four weeks for a defined twelve-month assignment. The temporary integration office closes at the end, with remaining actions transferred to regional operations rather than a newly recruited permanent role.

Completion requires ₹24 crore of finance-validated run-rate synergy, identical delegation and incident standards at both sites, migrated employee and vendor master data, and two consecutive quarters of performance within the group's quality and margin guardrails.

The interim can approve integration sequencing, settle process choices and release workstream funds within the agreed ₹8 crore budget. Closure of clinical services, material redundancies and vendor awards above ₹75 lakh require executive committee approval; the director has no authority to reopen transaction valuation.

Construction plans, brand advertising and diligence on a third target are deliberately outside scope. The integration office must avoid becoming a general problem-solving pool for the acquired businesses.

Why this seat is open

The person chosen before closing could not take up the post, leaving the acquisitions without day-one continuity. Each site CEO has since advanced a different interpretation of the deal thesis. The group wants a finite integration leader who can finish the commitments and then dismantle the temporary structure.

What you will own

• Rebaseline the acquisition thesis into benefits, risk, dependency and decision logs accepted by both site CEOs.
• Decide the target process for procurement, finance, HR, quality reporting and selected shared clinical support services.
• Sequence master-data and control migrations so patient billing and payroll remain reconciled through cutover.
• Validate every claimed synergy with finance, separating one-time release, recurring cash and capacity benefits.
• Chair weekly integration decisions and escalate only choices that exceed explicit capital, people or clinical thresholds.
• Certify site readiness against the group's delegation, incident, compliance and reporting standards before each gate.
• Close the integration office through a residual-action register signed by regional operations and functional owners.

Candidate qualifications

• Eighteen-plus years in healthcare operations, transaction integration or complex multi-site service transformation.
• Leadership of at least one hospital or regulated-care integration from legal close through benefits handover.
• Demonstrated ability to translate a deal model into accountable workstreams and finance-verified recurring synergies.
• Practical command of hospital billing, credentialing, procurement, workforce transfer and clinical-governance dependencies.
• Skill mediating between acquired founders, site executives and group functions without erasing local operating strengths.
• Experience shutting down an integration management office cleanly once line leaders can own residual obligations.

Non-negotiables

• Able to work onsite across both Pune hospitals throughout the twelve-month term.
• Independent of transaction advisers and vendors involved in either acquisition.
• Comfortable with a finite role that dissolves after operational handover.
• Available to begin within four weeks and undertake pre-start conflict screening.

1. 49 words maximum. Confirm your availability and the earliest date you can be onsite at both Pune facilities.
2. 49 words maximum. State one acquisition synergy you validated, including committed value, realised value and timing.
3. 49 words maximum. Which integration decision did you deliberately leave local, and what evidence justified that choice?