Dr Garima Singh has two decades of enriched experience in administration and clinical functions in healthcare chains, Dr. Garima has been associated with leading healthcare chains such as Max Healthcare Ltd, Apollo group, Assarain Group. She is a graduate from Government Medical College, Jammu and holds a Masters in Hospital Administration from the Tata Institute of Social Science.


She joined Max Corporate office in 2016 as Sr. VP Strategic Initiatives wherein she was to integrate Cardiac, Neuro and Emergency Departments across the network and enhance growth of these divisions. In this endeavor she successfully launched a new clinical governance format which yielded great results both in terms of alignment to business, efficiency, cost, clinical outcomes. Also young talent and new services like Heart Transplant and LVAD program in Cardiac etc were added in each of these divisions to stay ahead of curve. Under her leadership in this role, Max ER got National Recognition through SEMI, CII – National Excellence Practise Award and Gold QCI-DL Shah Award. Demonstrable improvements were observed (in each division across network of 14 hospitals ) in clinical processes leading to improved outcomes; revenue and reputational growth.

ealthcare services by ensuring that comprehensive care of the highest quality is rendered to patients at affordable cost. Knowing the current economic situation of the country where patients are wary of high cost health delivery models which have high overheads and heavy cost structure driving cost of care upwards she defined strategy of SCH as pricing right with sharp focus on driving costs downwards. This coupled with focus on bridging gaps in medical services faced by local community and engaging with community based physicians shaped Saket City hospital’s action plan.
For achieving this goal, she strived to create a culture of engagement and innovation where everyone lived the values and felt ownership for the pursuit of SCH vision. Clear focus was put on the improving operational efficiencies to minimize waste & achieve better patient outcomes. This was fostered through processes and behaviours integrated into the Leadership System. 

She joined Saket City Hospital (SCH) as its CEO in 2014 with an aim of establishing SCH as a premium brand for secondary & tertiary

A focus on performance excellence and organizational learning was put. A Performance Improvement System was introduced to ensure communication of performance goals across the organization and linking department and individual performance goals to achievement of system goals and objectives.

Balanced Scorecard System was introduced to monitor operations, gauge progress toward the Strategic Objectives and validate strategy. Weekly & Monthly reviews were carried out to keep a check on the key performance measures. The individuals and departments were empowered to identify and act on improvement opportunities at the front line. In addition to that, department specific & individual specific Key result areas (KRAs) were defined based on the organizational goals

Performance driven Management system was introduced where all management decisions were based on the operational & clinical performance of particular department. Department specific key performance data (Operational & clinical indicators) were analyzed as a part of Business Analysis to determine whether there is a need for additional resources (capacity) or specific specialties (capability).

High Performance was fostered through establishing stretch goals, a systematic review of results on periodic basis and holding the respective head of the department accountable for goal achievement. Based on the analysis, within a short span of 1 year, new specialties like IVF, Rheumatology, Plastic Surgery, Medical Oncology, Surgical Oncology, Interventional Neurology etc were introduced. In addition to that, disease specific programs like Shoulder Clinic; Asthma Clinic, Foot Clinic, Priority Plus Program for Senior Citizens (Geriatric Clinic) etc were launched to provide customized care to the patients. Based on the patient volume, the existing specialties were strengthened to perform better. Visiting Consultants pool was enhanced. Currently there are around 150 visiting consultants associated with the hospital.

Innovation was fostered through benchmarking with world-class organizations like WHO; AHRQ, CDC etc during the design and improvement of work systems/processes, both within and outside of the healthcare industry to drive performance and learn from them.

Building loyal relationships with patients, physicians and associates was projected as a strategic priority. Based on the key requirements of the identified Customer groups, group specific programs were launched.

For example, TPAs, PSUs and Government agencies want that their healthcare needs are met in a cost effective manner with high quality healthcare products through cashless facility. Therefore, the needs of this segment were met through regular interactions and communication from hospital’s side with the objective to improve the coordination with these agencies so that the patients do not have challenges in availing cash less services through well-defined processes.

Similarly, the Referring physicians, Hospitals and Nursing Homes look for prompt services through one point person from the hospital. A customized Referring Physician Engagement program was launched to address their requirement & ensure effective communication with them.

Regular interactions and health camps were conducted in the community & Resident Welfare Associations (RWAs) in order to meet their needs.  Privilege cards were issued to members of RWAs to avail certain discounts on services.

For in-house physician engagement, a strong clinical governance model was introduced.Medical Executive Council was constituted which was made responsible for discussing, reviewing & recommending policies, protocols & new programs relating to the Clinical workforce. The clinicians’ meet were organized on monthly basis in which the management team & the doctors shared their views & concerns on various matters and came up with mutually agreed solutions. In addition to that one to one meetings of CEO with various clinical heads were organized on periodic basis.

In order to encourage openness and transparency with the employees, an open door policy was introduced where all staff members were encouraged to stop by whenever they feel the need to meet and ask questions, discuss suggestions, and address problems or concerns with CEO. Reward and Recognition (R&R) program was introduced to engage staff and reinforce innovation, high performance, and patient/customer focus linked to achievement of organizational goals.

Through workforce engagement, partnering, performance improvement, and innovation, Dr Garima has performed remarkably well, leading an impressive financial turnaround. Within 1 year, the revenueincreased significantly with 15% improvement in the EBITDA.  Moreover the hospital tariff business witnessed a growth of around 81% in a year. Not only this, she  developed a new strategic vision for the Hospital to meet the needs of the ever growing community, attracting and retaining some wonderful new talent, initiating and progressing a number of new clinical programs, extending the reach of the Hospital, improving community access to care. Under her leadership, Saket City Hospital received the coveted Asian Patient Safety Award 2014 for its remarkable contribution in Infection Prevention Practices and Healthcare Excellence Awards 2014 – Best Hospital for Innovation of the Year” for project on surgical consumables.

Being a keen observer and participant in Indian Healthcare Delivery system, Dr Garima Singh has written articles on “Trust deficit: Tussle between physicians and hospital managers can be bridged” and “Have we accepted the reality of new generation work force in Hospitals”;  Physician engagement models in private healthcare”; latest article being on Innovative Clinical governance models for enhanced outcomes and lower costs.

Under visionary leadership of Dr Garima Singh, Saket City Hospital was identified as a key partner by Max Healthcare and finally the hospital was acquired by Max Healthcare at a significantly higher valuation.