British Virgin Islands
Kuwait Sweden
Central Europe
Libya Thailand
Gibraltar Malaysia United Arab Emirates
Nigeria United Kingdom
Hungary Oman Vietnam
Indonesia Portugal Zambia
Iran Saudi Arabia  
  MHIL adapts the delivery of its services to meet local circumstances. Where practical, MHIL works with local management providing the necessary corporate support, guidance and governance which includes ensuring that efficiency, effectiveness, quality and return on investment are continually improving. Depending upon the nature of projects, some support services will be provided across all units to ensure the maximum efficiencies of scale etc, are achieved; such examples are procurement and IT services.

We believe that the greatest value in benefiting from our expertise is to secure an early appointment to enable us to contribute to the initial stages of defining the strategy, the content and operational policy of a new healthcare facility.

MHIL will start to appoint a small senior team to direct the management during the development phase. MHIL central management will support this team. This will promote a corporate style, through which a close collaboration with hospital based management will best meets the particular circumstances of the Client.

Any medical facility relies on a target or "catchment" population - that is the element of the total population that can afford, or will, out of preference, afford to use the facilities within the location selected for the new hospital or healthcare facility. This is both a market analysis and a mathematical calculation, based on anticipated assumptions.

MHIL provides full design and build turnkey services. We contract with some of the world's leading healthcare architects and other consultants together with general building contractors to provide a full client service.

MHIL's experience has been gained through provision of multi-factorial services. MHIL and its directors have direct experience of healthcare projects over the past 30 years, a total of some 150 healthcare projects in more than 50 countries, ranging from primary to secondary and tertiary care, care of the elderly and other facilities.

Below represents some of the work of the management team of MHIL - all the work of which was handled by MHIL and/or the key directors of MHIL - Simon Lovegrove and John Jackson. These two directors have previously worked together and the latter has joined MHIL as joint CEO (Operations) to bring further hospital and corporate management experience to the projects now underway.

  British Virgin Islands

MHIL assisted in the preparation and presentation of a healthcare study and outline business case for the development of new primary and secondary care facilities for Tortola and other islands in the British Virgin Islands.

MHIL was awarded a contract to write a strategic plan for the health services of the Government of the British Virgin Islands, including all primary, secondary and off-island services. This led to a three year contract to provide management services to help the Government implement the plan, specifically the implementation of the new strategy which included the development of a new hospital, primary care and other services to cater for the residents and the large tourist population who visit the Islands.

Central Europe

MHIL was appointed by General and Cologne Re to review the possibility of new health insurance and claims management activities for central Europe.


MHIL conducted the management of private patient admissions to the Royal Naval Hospital in Gibraltar. These supplemented the activity of the military personnel and their dependants which owing to cutbacks in defence spending had been declining. The private patients provided additional caseload to make best use of otherwise under-utilised and expensive resources.

MHIL conducted a review and a business case for a private hospital in Gibraltar with the aim to provide care to the large expatriate community resident in Spain as well as those in Gibraltar.


MHIL provided management consultancy services to the General Clinic in Corfu, a 60-bed hospital that is owned by doctors and other shareholders on the island. The scope of work included recommendation of ways of improving the performance of the business through increased marketing, a more effective pricing structure and investment in new equipment and facilities to attract other procedures that are currently referred on to Athens or to other countries. Significant among these was the successful negotiations of the contract with the British international insurers.


MHIL led an international consortium in undertaking a Management Audit, Feasibility Study and Business Plan for the Central Military Hospital in Budapest for the Hungarian Armed Forces. The Feasibility Study reviewed the current and future role of this 1,311-bed hospital and recommended ways by which the redevelopment of this hospital can be financed using private finance and expertise. The Feasibility Study team included Guy's & St Thomas' Hospital Trust, Interbeton (the international construction division of HBG of the Netherlands), Barclays de Zoete Wedd and Polgari Bank (a division of Budapest Bank) as financial advisers and architects, quantity surveyors and GE Medical Systems for technical support.

The Government of Hungary passed a Resolution giving MHIL the mandate to form a Special Purpose Company to implement the proposals of their feasibility study. During this time, MHIL worked with US investment bankers, Warburg Pincus, and the National Insurance (Országos Egészségbiztosítási Pénztár) in preparing the implementation.

MHIL was a consultant to the owner of CM Klinikak RT for the commissioning and pre-opening phase of a new hospital in District 17, Budapest.


MHIL cooperated with a Far East consortium to create an investment fund for a group of private hospitals in Bali, Bandung, Jakarta, Surabaya and other areas of Indonesia, and which may be expanded to other countries in the region.


MHIL were appointed to advise Fitzpatrick Contractors Limited on developing a hospital project for a 75-bed hospital located in the Pars Special Enterprise Zone. MHIL assisted Fitzpatrick to negotiate a UK Buyer Credit for the Pars Special Enterprise Zone. MHIL provided management and health maintenance organisation services for a hospital and primary care services for a community of about 50,000 most of whom were employees of the oil and gas and support industries.


MHIL provided overall management with special interest on the design, construction and commissioning phases of the 120-bed private hospital in Kuwait City. This included management from feasibility (health and business planning) to concept design, design and construction, commissioning and opening. The work also included the selection of design consultants, preparation of technical specifications, medical equipment review and selection, hospital information systems, pre-opening management including commissioning, staff recruitment, operational policies, setting of quality performance standards and setting and implementation of marketing plans. MHIL staff were the acting CEO for nine months while searching for a permanent candidate.


MHIL led a full management audit of the 1,400-bed Tripoli Medical Centre, Libya's only tertiary hospital. Following the delivery of the audit report, the deputy Prime Minister asked MHIL to manage the entire Medical Centre. MHIL were invited to enter into a co-operation agreement with United Insurance Company and become managers of a newly formed company called United Health Services, a company formed in accordance with Law No. 5 with Libyan and international shareholders.


MHIL provided technical and management advice to a major publicly quoted Malaysian company first to consider the privatisation of a large number of public hospitals in Malaysia and also to explore the possibility of providing a network of polyclinics.


MHIL provided overall management with special interest on the design, construction and commissioning phases of two 100-bed prefabricated hospitals in Gongola State, including definition, design and construction for public sector management.


MHIL staff provided corporate oversight of Muscat Private Hospital. Hospital managers reported to MHIL staff and MHIL had direct operational involvement in setting strategies, budgets, review performance of both the hospital and individuals, marketing, government relations and quality programmes.


MHIL managed the initial definition, management of the design and full construction, development including commissioning, staff recruitment and on-going management of a 50-bed private hospital in Porto. The contract stipulated that the term would end once the hospital had reached break-even. MHIL managed the occupancy from opening to the level of about 60%.

MHIL managed the development and commissioning of Clinica Particular do Porto to create an effective 40-bed clinic in the centre of Porto. The clinic provided both in-patient and day surgery facilities.

MHIL completed a feasibility study for the development, commissioning and operational management contract for Clinica Vila Sol, a 50-bed hospital located in the Algarve.

MHIL were advisors to the British Hospital in Lisbon to assess the ways in which it could develop its activities. MHIL did a feasibility study and research of the issues of raising finance for the development, in Lisbon, of a new 100-bed hospital.

MHIL completed a feasibility study, with Hospiplan, a leading South African owner / operator of hospitals, of a 60-bed private hospital in Alvor, in the Algarve.

MHIL provided consultancy, aimed at strategic review and specific country information, to BUPA International (Portugal), the international division of the UK's largest healthcare insurer.

MHIL completed a study to assess the performance and operational activity of the 100-bed Mundial Confianca Hospital in Lisbon and made strategic proposals for the group's healthcare activities.

MHIL did a study to assess the most efficient and cost effective ways by which Tranquilade Hospital's accident at work patients could be treated through their own first stage clinic and within the public and/or private sector in Lisbon.

MHIL did insurance research, in association with Universal Health Consultants, into the health systems, market for health insurance, and other strategic issues in Portugal for a major international insurance company.

MHIL completed an option appraisal, for one of Portugal's leading banks, of the private hospital owned and operated by Cruz Vermelha Portuguesa (Portuguese Red Cross) in Lisbon to recommend the way forward for the hospital and how this could be achieved.

MHIL did a major review of the healthcare services of Companhia de Seguros Fidelidade, one of Portugal's leading insurers. The study covered both the insurance activities of the company and its direct provision of healthcare service functions throughout Portugal.

Saudi Arabia

MHIL staff provided corporate oversight of three hospitals in Saudi Arabia. Hospital managers reported to MHIL staff and MHIL had direct operational involvement in setting strategies, budgets, review performance of both hospitals and individuals, marketing, government relations and quality programmes. The hospitals involved were the King Fahd Military Hospital in Jeddah, Southern Region Military Hospitals in Khamis Mushayt and the Wadi Al Dawasir Hospital.


MHIL carried out an operational appraisal of the Elisabeth Sjukhuset Hospital with a view to improving occupancy and profitability.

MHIL did a study for General de Santé International (now part of General Healthcare Group) which included the evaluation of proposals for the privatisation of two hospitals in Stockholm for the County Council.


MHIL provided consultancy, aimed at strategic review and specific country information, to BUPA International (Thailand), the international division of the UK's largest healthcare insurer.

United Arab Emirates

MHIL staff provided corporate oversight of two hospitals in the United Arab Emirates. Hospital managers reported to MHIL staff and MHIL had direct operational involvement in setting strategies, budgets, review performance of both hospitals and individuals, marketing, government relations and quality programmes. The hospitals involved were the Corniche Hospital in Abu Dhabi and the Allied Diagnostic Centre in Dubai.

United Kingdom

MHIL staff led the commissioning and operation of The Alexandra Hospital in Manchester, UK, then owned by American Medical International. The hospital took its first patients 37 days after the building was handed over from the contractor. Originally 144 beds, it was expanded to 180 beds once occupancy of 80% was being regularly achieved. In addition, substantial additional capital investments were made in diagnostic imaging, intensive care, cardiac surgery, operating theatres and other surgical programmes. The best doctors in the region applied to work at the hospital. The hospital was in a very competitive market place with strong competition from the country's leading healthcare provider at the time as well as good quality private care provided by the public sector teaching hospitals. By adopting a strategy of always keeping ahead of the competition, the hospital quickly established itself as the leading private hospital in the region, not just Manchester, and become the hospital of choice for the six million population. The hospital became the most profitable in the group growing revenues, achieving profit margins in excess of 23-25%.

MHIL staff undertook a corporate role as Director of Operations overseeing the performance and quality of initially 13 hospitals. During this period, revenues grew by around 50% to £220 million with profit margins increasing to an average of 24% as efficiencies and quality programmes were put into place. The operating efficiencies, marketing techniques and service profiles tried and tested at the Alexandra Hospital were rolled out across the other hospitals as necessary. Major capital investments were made in major imaging, additional beds, mobile MRs, building extensions and other major equipment for new clinical programmes. An acquisition programme added initially two hospitals, one of which was redeveloped, followed by the purchase of a group of ten. The expanded group became the most profitable in the UK at that time. During this period, the company, having become a Plc, was sold to General Healthcare Group.

MHIL staff provided corporate management to Guy's Nuffield House, the private wing of Guys Hospital in London. The unit was a major revenue earner for the Trust.

MHIL provided assistance to Guy's & St Thomas' Hospital Trust to commission a new healthcare service for the British Forces on the Rhine.

MHIL acted as hospital CEO (equivalent) for the UK public sector covering the Regional Radiotherapy Centre in Leeds, the Acute District General Mental Health Unit and two sub acute hospitals in Canterbury and two postgraduate teaching hospitals in London. All these hospitals were managed within budget and substantial service and capital developments were achieved.

MHIL provided overall management with special interest on the design, construction and commissioning phases of a group of nursing homes in the UK with over 350 beds. This incorporated a combination of development, including full management responsibilities, and acquisition of existing homes to form the group.

MHIL provided market development consultancy to the Medical Protection Society, the UK's second largest medical defence organisation, to review, advise and help to anticipate the changes brought about by the new mutual fund for medical negligence in the UK. MHIL also provided business development consultancy for the claims management services subsidiary of the Medical Protection Society.

MHIL developed managed care products and services for the international division (based in London) of one of the major US insurance companies. The service was aimed at Blue Chip companies to tackle absence at work, employers' liability and rehabilitation.


MHIL provided overall management with special interest on the design, construction and commissioning phases of a 150-bed private hospital in Ha Long Bay to serve local residents and tourists. The hospital is partly financed by German sovereign funds procured by the German company providing the medical equipment. Work includes definition, design and build and pre- and post-opening hospital management services.


MHIL provided health planning and briefing for a major teaching hospital located in Lusaka, and designed to replace Lusaka University Teaching Hospital. Healthcare Management International (a company acquired by MHIL) worked on the development plan and offered operational management services through a Programme Team once the hospital was built and operational. This work included rationalisation with the existing services in the country.

Kuwait Saudi Arabia Iran British Virgin Islands Hungary Libya Zambia Malaysia Indonesia Oman Nigeria Vietnam Greece Central Europe Sweden Portugal United Kingdom Gibraltar Thailand United Arab Emirates
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