Our start-up combines knowledge, expertise and technology for teleradiology services and provides consulting to diagnostic imaging departments to offer solutions that reduce service time, eliminate duplicate processes and improve the quality of care with the support of an in-house software development team. Responsible for establishing the company including its conceptual development (bringing technology to processes in traditional industries, such as healthcare) and administrative management. Guide the financial, commercial and development assessments of new markets.● Lead the technological transformation of CAFAM's diagnostic imaging business unit, reducing visit times and increasing sales by 60%.● Distributor and exclusive representative for Latin America for brands such as SORNA and MEDIS, specialty software for diagnostic imaging.● Establish a portfolio of clients from the healthcare sector with major entities such as CAFAM, Clínica Shaio, Colmedica, Fundación Cardio Infantil, etc.● Our own product development: A very efficient and cost-effective diagnostic imaging delivery line (Torch) that offers comprehensive and tailor-made solutions to our customers.

Responsible for establishing the hospital’s corporate strategy and ensuring that the projects meet the business’ overall strategy. Lead the M&A financial evaluation for new businesses that the hospital is interested in incorporating. Oversee the hospital’s digital transformation by steering IT processes towards efficiencies and improvements in terms of quality, response times, reach and volume for both Clínica del Country and Clínica La Colina.● Determine the 5 and 20-year corporate strategy (vision, mission, purpose and strategic pillars & initiatives) and institutionalize them to achieve alignment between the hospital’s senior management and its direct reports.● Coordinate an interdisciplinary team of over 70 employees from the IT and Projects departments.● Lead the hospital’s expansion plan of increasing bed capacity by 50%and opening new business units with core specialties.● Restructure the hospital’s medical departments and redefine the Medical Model for the hospital’s organizational structure, hiring processes and measurement objectives. Integrate the medical areas of Clínica del Country and Clínica La Colina by monitoring the physicians practices to reduce medical outcomes variability. ● Lead the due diligence process for selling the shareholdings of Banmédica and local shareholders to UnitedHealthcare, which represented a change in stock control and a transformation of the approach to future growth. ● Structure the hospital’s core specialties as institutional departments: oncology, obstetrics and gynecology, orthopedics, urology, gastroenterology, diagnostic imaging and general surgery. Achieve this by positioning Clínica del Country in the most profitable specialties.● Lead change management programs by uniting the technology departments of both hospitals in order to improve budget optimization (US $4 million) and standardize the information systems that support business processes (ERP / HIS).

Responsible for overseeing the development of the hospital’s strategic projects, including structuring its diagnostic imaging department, establishing the hospital’s fee structure by standardizing portfolios and creating comprehensive care packages for business units, and launching the hospital’s $7 million USD radio-neurosurgery unit.● Led the structure and support process for acquiring the most advanced radiation neurosurgery device in the world at that time (Elekta’s Gamma Knife Perfexion). Guided the planning and development of the project’s financial model (establishing sales prices, negotiating medical fees, setting the sales budget, studying associated costs). Coordinated the design of the commercial strategy (mass advertising, communications with insurers, establishing a relationship with the Guild of Neurosurgeons and running patient informational campaigns), exceeding the planned patient volume by 150% in the first 6 months of operation.● Savings of 80% in the consumption of operational supplies and efficiencies, improving the provision of services to patients and other physicians. ● Verified and standardized the fee manuals held for the different insurers, significantly improving the billing process.