Loui Al-Fakhri Email & Phone Number

Doha, Qa

Qatar

Working on reducing the Billing Cycle and improving Approvals Turn-Around-Time.Maintaining the digital transformation to eHR momentum.Ensuring that clinical and non-clinical colleagues upgrade their skill sets

Qatar

Get SCH's accreditation as a CPD facility.Develop and deploy mandatory, business as well as developmental training frameworks encompassing content and access tools.

Qatar

Ownership for the overall interface with the hospital guests through the management of the following departments:1. Guest Services2. Insurance3. Medical Records4. AdmissionsIntroduced a number of streamlining initiatives with the purpose of unifying the guest-interface. Championed continuously the effort to reduce the Revenue Cycle and reduce the billing waste.Remodelled the insurance claims generation process by strategically positioning resources at the points of care and introduced a daily work plan with adaptive load-balancing assignments and extensive IT improvements.Successfully built mutual-respect partnerships with the insurance companies at the C suite level.Developed and monitored KPIs and incentivised the team to continuously improve on their year-to-date achievements.Evaluated team members’ contributions and devised a pay-for-performance incentive scheme.Worked closely with the Supreme Council of Health on the National Health Insurance Scheme implementation and acted as the single point of contact for Al-Ahli Hospital’s readiness program. Built Al-Ahli hospital coding capability in response to the launch of the scheme.Introduced a quality process to control access to health records and ensure guest confidentiality.Worked closely with the Information Technology director and his team on improvements as well as the generation of reports for monitoring and or data analysis purposes.Owns the responsibility for submitting Guest Care departments budgets and ensuring that the various departments expenses remain within budgets.

Process management ownership. Tasked with implementing a hospital-wide, process-mapping program with a view to:• Inncrease productivity• Improve training times of new recruits• Establish a consistent and a predictable qualityIntroduced LEAN into the Insurance department operational model. The Revenue Cycle was reduced from 90 days to 30 and the billing waste was reduced from 4.5% to 1.7%. I also helped negotiate outstanding payments. The resultant savings were close to QR20m.

Strategic Consulting on organisational effectiveness including process mapping and optimisation, sales enablement strategy and training operations.

Matrix reporting to the Senior Director for Services Strategy Implementation in EMEA and the Services Marcom Senior Manager. Responsible for the interface function between the services marcom team and the EMEA region as well as global responsibility for the management of the sales training program.● Successfully introduced a services sales optimisation and strategy program in EMEA after liaising with senior management and securing their buy in. The program was implemented with resources allocated● Automated a manual process for training report generation, improving the efficiency (by reducing a couple of days work to 2 hours) and the accuracy of the reports data● Developed and delivered a sales webinar in response to a corporate strategic positioning direction. The webinar was attended by over a 150 sales reps globally and was rated as 4.3 out of 5.0 (86%)● Successfully met a challenging customer timeline for the customer reference interview and the development of a case study inspite of internal resistance and a request to re-schedule. The collateral was developed, verified and approved ontime● Automated a manual process for the backward calculation of interim project deadlines by creating a tool that only requires the input of the agreed delivery date thus increasing the efficiency and accuracy of the process

Reporting to the EMEA Customer Training and Documentation Director. Responsible for the management of the training developement and delivery function as well as the development and delivery of customer documentation in the UK& I● Quickly picked up the documentation management responsibilities and successfully coordinated the development of customer documents across multiple locations to meet challenging deadlines in addition to managing the UK & Ireland training centre operations. I was annually rated “Exceed Expectations” at my appraisals● Successfully led my teams through various quality audits leading to ISO9000 certification by conducting mock audits and planning team members preparation● Acted as the team editor and initiated peer reviews in response to inability to fill editor position, to ensure adherence to corporate writing guidelines● Setup, recruited & remotely managed customer documentation teams in India & Poland. The teams went through a training program that was followed by an ongoing mentoring program. The exercise was successful particularly in India where the team continued to grow● Grew the UK team from 12 to 24 then managed downsizing to 10 using various Change Management principles● Dramatically improved the efficiency of new staff’s “onboarding” process by starting the process as soon as offer is accepted and monitoring progress to ensured shorter ramp up times, leading to higher productivity

Reporting to the Senior Training Manager for Saudi Arabia. Responsible for the delivery of a $24M contract commitment in Outside Plant, Switching and GSM technologies.● Successfully set up regional training centres, recruited, trained and managed a team of trainers and course developers and executed a $24M contract commitment● Exceeded expectations by being promoted twice to lead the team I joined as a member● Developed a course from scratch to meet an aggressive customer requirement and achieved a satisfaction rating of 92%

Reporting to the General Manager. Responsible for the end-to-end sales and marketing of Tektronix products in Saudi Arabia.● Managed marketing, sales as well as after sales support that grew the business by 200% in 5 years● Established EEMCO as the sole Tektronix vendor to ARAMCO with annual sales in excess of $500,000● Set up a distribution network, devised and executed a sales channel strategy that rewarded higher volumes● Devised a sales compensation scheme that rewarded profitable sales transactions. Excessive discounts were greatly reduced as a result