Getting the Numbers and the Story Right
Background
This is a well known hospital started in Amritsar more than three decades ago.
Back then, it was a small orthopedics clinic. Over the years it turned into a 500bed hospital with over 200 treatments under one roof. Orthopedics, cardiac care, gynecology, oncology , they covered almost every specialty.
They were also one of the first hospitals in North India to bring in robotassisted knee replacement. That one decision changed their profile , it gave them visibility and credibility across the region.
By the time we met them, the hospital had scale, reputation, and a loyal base of patients. But like most midsized healthcare setups, the business side hadn’t kept pace with the clinical side. They knew they wanted to grow. They just didn’t have the financial clarity to decide how.
The Challenge
Growth was happening in pieces.
There were plans , a new wing, more beds, another branch , but no real sequence or plan for how to fund it. When investors came to the table, they wanted numbers: a defensible valuation, a clear story, and a plan they could buy into.
That’s where things got stuck. The hospital had strong fundamentals, but no one had sat down to connect the dots between performance, value, and growth.
Without that, every discussion felt openended.
Mantraa’s Role
We came in to bring order to the noise.
The first step was simple , understand what the promoters wanted, and what the hospital could realistically achieve.
We looked at performance data, costs, patient volumes, and departmentwise margins. From there, we built a business plan that showed how growth could happen in a way that didn’t stretch operations thin.
Alongside that, we did a full valuation , not as a formality, but as a way to help the promoters see their own business in numbers.
Once the value was clear, funding and partnership discussions started making more sense.
The Impact
The outcome was clarity. The promoters could finally see where the hospital stood and what the next few years should look like. Investor meetings stopped being theoretical , they had a number, a plan, and a way to explain both.
For the first time, everyone on the leadership team was looking at the same picture. The financial and medical sides of the business were finally aligned.
Key Takeaway
In healthcare, you can’t build scale on instinct. You need clarity , on numbers, on timing, on what really drives value.
This hospital’s team already had the trust of patients. Now, they also had the confidence of investors.
