CFO · Healthcare Executive · UAE
Senior finance executive leading multi-program hospital operations in the UAE — spanning financial strategy, revenue cycle, ERP integration, capital governance, and digital infrastructure across a complex, mission-driven institution.
Senior healthcare finance executive with a record of building high-performing finance organizations across complex, regulated, multi-program environments.
Currently serving as CFO at a private hospital in the UAE, providing embedded financial leadership across six enterprise functions — including FP&A, revenue cycle management, patient access, supply chain, IT governance, and marketing. Accountable for an annual operating budget in the hundreds of millions of dirhams, with direct ownership of ERP platforms, capital planning, board-level reporting, and regulatory compliance under DOH and UAE frameworks.
Known for translating financial complexity into institutional decisions — building the governance structures, analytics infrastructure, and cross-functional alignment that enable mission-driven healthcare organizations to operate with financial discipline and long-term sustainability. Completing an MBA and Graduate Certificate in Investments at Johns Hopkins University.
FP&A leadership, zero-based budgeting, bottoms-up financial modeling, variance governance, and board-level capital allocation. Proven delivery of material budget performance improvement in complex hospital environments.
End-to-end RCM oversight spanning payer contracting, claims integrity, denial management, and vendor strategy. Experienced in hybrid insourcing transitions and managing large-volume contract portfolios across government and insurance payers.
Led enterprise implementation of SAP FICO/FM and InterSystems TrakCare. Built real-time finance and clinical analytics using Microsoft Fabric and Power BI, enabling data-driven decisions across clinical and operational functions.
Designed and operationalized formal CapEx governance frameworks linking capital requests to ROI, depreciation cycles, and strategic fit. Restructured physician compensation models to align incentives with institutional performance.
Led deployment of automated stock replenishment and inventory management systems. Negotiated multi-vendor supply agreements, achieved sustained cost reductions, and maintained regulatory alignment under national procurement programs.
Graduate Certificate in Investments from Johns Hopkins. Applied expertise in financial modeling, valuation, portfolio theory, and capital planning to institutional strategy and long-range financial planning.
Consolidated CFO mandate across six enterprise functions in a regulated, mission-driven hospital environment. Accountable for financial performance, enterprise systems, capital governance, and board-level strategy during a period of significant institutional transformation — including a full ERP migration, revenue cycle redesign, and digital infrastructure build-out.
Delivered material improvement in budget performance, controllership discipline, and liquidity management. Built the governance frameworks, analytics platforms, and cross-functional operating rhythms that now anchor the institution's financial decision-making.
Launched and scaled operations at one of North America's largest robotics fulfillment facilities. Managed $200M inventory and 125+ associates through record network volumes. Ranked #1 in Safety Leadership among 87 peers. Continuous improvement model designed during this period was replicated network-wide.
Open to board advisory roles, strategic consulting engagements, and executive conversations in healthcare finance, operations, and institutional strategy.