An independent role at the centre of an international project: one point of coordination between the people planning, funding and advising a new hospital.
The challenge
A new hospital is many projects at once. Medical, financial, regulatory and logistical decisions all depend on each other, and the people responsible are rarely in the same room, or even the same country.
What we do
We keep the international team, the local partners and their advisers working from the same picture, with regular reporting to leadership on progress, risks and next steps. Every contract and report sits in one traceable document system.
We turned input from the doctors into one structured catalogue of services across the specialties, compared it with public and private market references, and helped define the bed structure for each specialty.
We built an integrated model that connects capacity, patient volumes, revenue, staffing and budget. When one assumption changes, leadership can see what it does to the whole hospital.
We reviewed the planned team against national staffing and infection-control norms, set out the reporting lines in an organization chart, and fed the result directly into the financial model.
We mapped how internationally trained physicians can practise in Romania and looked into the rules around importing medical equipment. Where the answer needed a specialist, we framed the question clearly for the right adviser.
We maintain the hospital's equipment list and costs, and coordinate with the logistics providers and advisers involved in bringing equipment into the country.
What we learned
It is natural to plan a surgical hospital around its theatres. Once the capacity was modelled specialty by specialty, beds turned out to be the constraint, which made occupancy the number for leadership to watch.
We built the financial case on deliberately conservative assumptions. If the plan works on those terms, anything better is upside, not something the hospital depends on.
International projects often raise questions that local procedures were not written for. A clearly framed question, sent to the right institution or adviser, can save months of going back and forth.
Client details are held in confidence, and this description is deliberately general.