DR. KARIM M. ZAKIRUL
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Current:Senior Adviser at Hanh Phuc International Hospital (The First Singapore Standard Hospital in Vietnam)
- Advisory Group Member, Healthcare Division, Southeast Asia and Africa at Phoenix Global Academy, USA
- Chief Executive Officer at Gastro Liver Hospital and Research Institute
- Chief Operating Officer at Ispahani Islamia Eye Institute and hospitals
- Director | Hospital Accreditation Project at Fhi - FAMILY HEALTH INTERNATIONAL
- Director-Quality Assurance & Clinical Governance at FV Hospital
- Head-Quality Assurance & Systems, Executive Director Division at International ICDDR, B Dhaka Hospital
- The State University
- The Royal Roads University, BC, Canada
- Chittagong Medical College
- Notre Dame College
Dr. Mohammad Zakirul karim is recently moved to Vietnam and attached with Hanh Phuc International Hospital. Before he joined here he successfully completed his startup CEO contract with a brand new 350 bed for-profit hospital in Bangladesh through hospital commissioning, as well as the day-to-day operations, clinical program development, and planning for Joint Commission International accreditation. Besides, he was the Chief Operating Officer of Ispahani Islamia Eye Institute and hospitals, and managed 4 hospitals under his leadership with 647 employees. He has the overall responsibility for the success of the management and operations of the entire hospitals through his combined expertise in the international healthcare industry and visionary strategic management. His extensive experience in healthcare governance, quality management, JCI accreditation and operations includes a healthcare career of 16 years in the emerging healthcare service and exceptionally successful in involving physicians for transforming ‘Core Management System’.
Dr. Zakirul has worked in healthcare pharmaceuticals; not-for-profit- community research hospital; and corporate-for-profit hospitals. As an employed hospital executive, Dr. Zakirul has led major construction activities, service development activities and HIS system start-ups. He is particularly strong in the areas of operating systems design, implementation, maintenance, reengineering and evaluation. In these cases he was able to effectively turn-around their operational and financial performance. His is committed to developing the human capital of an organization and reflects mentor/coach approach in his leadership style. He measures success in the professional and personal growth of the people within his organizations. By promoting a learning organization environment, Dr. Zakirul encourages people to develop their personal and professional character. He teaches the use of data and information to make sound management decisions and emphasizes the use of ‘Strategic Dialogue’ to promote critical-thinking in the organization. He assisted and led two hospitals in preparing for attaining initial accreditation by JCI.
Dr. Zakirul uses personally designed organizational development (OD) tools and those of highly regarded change agents and organizational development professionals in the industry to enhance organizational performance. More important, he works with and through the people of the organization to achieve mechanisms for continuous process improvement. His work achievement in International French hospital in Vietnam, and Apollo hospitals was recognizable. As a General Manager-Operation in Asia largest hospitals chain, Apollo Hospitals Enterprises Limited, he had the opportunity to assist the re-engineering process of a struggling three year-old super-specialty 450 beds hospital in Dhaka, Bangladesh and lead to first operational profit within 3 yrs of operation. His personal website, http://mzkarim.webs.com/resume will give a brief outlook of his success stories.
Dr. Zakirul is a physician executive, and member of the American College of Health Care Executives, USA (ACHE). He holds an MBA in Management from The Royal Roads University, Canada and MPH in Hospital management from State University.
Contact email:: email@example.com
Specialities:Hospital Management | Quality and Risk Management | JCI accreditation | Operation Management | Hospital Administration | Facility Management | Budget Monitoring | Business Development | Medical and Nursing staff recruiting and sustainable relationship for managing growth.
Strategic management, organizational development, acknowledged troubleshooter, effective change agent, values driven and engaged, hands-on leader, passionate senior hospital administrator, successful in leading start-ups and turning around under-performing operations to meet financial, quality and service goals, analyze the quality process to minimize loss, involve strategic risk reduction plan, working on annual strategic plan for setting next 5 years goal, key performance indicators and target setting for ensuring patient-centric and provider-driven culture.
Hanh Phuc International Hospital (The First Singapore Standard Hospital in Vietnam)April 2016 - Present (7 years 10 months)
Advisory Group Member, Healthcare Division, Southeast Asia and Africa
Phoenix Global Academy, USAAugust 2015 - Present (8 years 6 months)
I am voluntary involved as ‘fee for service’ consultant role as Advisory Group member of Phoenix Global Academy, USA. As an advisory consultant, I am looking after their Southeast Asia and Africa region for advancement of private hospital’s operating system, I am also in a position to recommend hospital risk reduction plan to control and prevent recurrence of incidents along with improve quality of service.
Chief Executive Officer
Gastro Liver Hospital and Research InstituteJuly 2014 - December 2015 (1 year 5 months)
I am currently the CEO of a super-specialty 320 bed hospital in Bangladesh where I lead a team of 745 staff. We have specific agenda for Joint Commission International accreditation. The clinical program of the hospital is extended into five (5) ‘Center of Excellence’, eight (8) ancillary clinic and five (5) support services. In the perception of our ‘Center of Excellence’, where trust is guaranteed, and not just from hospital promotion perspective. A system in place to checks and balances that can not only guarantee a patient the best results but can also prevent misrepresentation. Thus, we identified (1) Gastro Liver Center, (2) Kidney Disease Center, (3) Neuro-Science Center, (4) Mother and Child Care Center, and (5) Bone and Joint Center as our ‘Center of Excellence’. We are five star service provider to cater these five super-specialties patient.
As a 'Growth Mindset' leader, I am transforming 'center of excellence' with an additional voice where, the NEED of the patent always comes FIRST. My strategic conversation is to engage all staff in critical consideration of 'where they are today' and where they would like to be in the future. I am assisting leaders and managers in planning and executing the actions required in moving from an “As Is” to a “Desired Future” Condition [DFC]. Then, together we're implementing a 'Core Management Systems Model' for the hospital, reflects a basic structure of five, highly interrelated systems- Service Delivery management; HR Management; Support Services, management; Administrative Management; and, the Financial Management.
Expanding business from one sub-specialty to next 4 canters of excellence with 8 ambulatory care canters for the hospital. Revenue turns into 1.2 crore to 3.4 crore BDT, targeting to triple the revenue by extending clinical program and, engaging more physicians, reviewing business development, with extensive packages offer for the community
Chief Operating Officer
Ispahani Islamia Eye Institute and hospitalsJune 2013 - July 2014 (1 year 1 month)
I’m currently the Chief Operating Officer – Ispahani Islamia Eye Institute and hospitals, and mentoring 4 hospitals under his leadership with 647 employees. I’ve the overall responsibility for the success of the management and operations of the entire 4 hospitals through his combined expertise in the international healthcare industry and visionary strategic management. My extensive experience in healthcare governance, quality management, JCI accreditation and operations includes a healthcare career of 15 years in the emerging healthcare service and exceptionally successful in involving physicians for transforming ‘Core Management System’
Director | Hospital Accreditation Project
Fhi - FAMILY HEALTH INTERNATIONALJune 2012 - May 2013 (11 months)
Reporting to the Country Director fhi360; Summary: The Rockefeller Foundation has provided Family Health International (FHI 360) with a grant to develop and implement a hospital accreditation system in Bangladesh as part of their “Transforming Health Systems” Initiative in Asia. The objectives of the project are to establish a National Accreditation Committee (NAC) to develop Hospital Accreditation (HA) standards for Bangladesh and to oversee the implementation of HA in Bangladesh, build the capacity of NAC by identifying and training HA surveyors and support implementation of HA standards in a few hospitals. Some of the highlights so far are the launching of the project, formation of Project Task Force, establishing subcommittees and developing the draft standards. Director General of Health Services [DGHS] under Ministry of Health and family welfare is key stakeholder of the program where I'm providing overall support including HR development to this project team.
Background of the project: Hospital Accreditation can be the single most important approach for improving the quality and safety of healthcare services. Accreditation is a formal process by which a recognized and independent body assesses and recognizes that a health care facility meets applicable predetermined standards. By ensuring quality of services in accredited healthcare facility patients, health care providers, healthcare facility and the regulatory bodies as well as the communities are benefited.
Bangladesh currently lacks established standards for health care facilities (hospitals) and an organized system for accreditation of health care facilities against those standards. In order to cope with the newly emerging competitive environment of health care service delivery, autonomous, and private health care institutions started realizing the importance of accreditation and seeking a recognized accreditation system. A pilot project is initiated to support in establishing Hospital Accreditation (HA) system in Bangladesh (for public and private sector hospitals at different levels), capacity building of the assessors for assessing hospitals and support implementation of HA standards in a limited number of hospitals to gain accreditation. This project enhances the effectiveness of both public and private hospitals, spread good organizational practices, develop accreditation standards, policies and systems, enhance knowledge of quality, and will test the principles of HA accreditation in Bangladesh.
• Finalized the National hospital standards
• Framework development of National accreditation Board/Council
• Piloting the hospital accreditation standards
Director-Quality Assurance & Clinical Governance
FV Hospital Health/Medical CareMarch 2010 - May 2012 (2 years 2 months)
Reporting to the Chief Executive Officer and Managing Director; Summary: FVH is a general 250 beds hospital with 6 wards: 2 for surgery, 2 for medicine (one more for cancer cases and severe cases, one more for regular medical patients, from cardiology, internal medicine, gastroenterology, endocrinology, etc) one for pediatrics and one for maternity. It also has an Intensive Care Unit, a neonatal care unit, and a "day ward" for patients who need surgery but do not have to stay overnight. FVH offers services in 30+ specialties, excluding cardiac surgery, large burns, hemodialysis and transplantation. Far East Medical Vietnam Limited [FEM-VN] (FV Hospital is the trademark) is a 100% foreign-owned company, owned by Far East Medical HK Limited a Hong Kong based company. The Board meeting takes place every November in Vietnam during which the budget for the following year is approved, results of the past year are reviewed and general strategies defined. FVH has about 700 staff including 30 expats of which 18 are doctors (15 French, 2 American and one Korean): 2 head nurses, one physio, the nursing director, the facility director and a few others in various departments like Marketing and the mix of expatriate staff in medical, nursing and allied health.In Vietnam, insurance is still a very new concept. 80% of FVH’s patients pay out of their pockets, and 20% are insured, this part is growing. Insured patients represent 35% of FVH’s revenues.
The position is establishing this new Quality Assurance & Clinical Governance department of the hospital to ensure patient safety and international standards of patient’s care. Thus, the department is working on the development of Total quality management [TQM], co-ordination, implementation and evaluation of continuous quality improvement (CQI) and quality improvement (QI), to improve quality care and decrease costs. Beyond that, the department is formulating new clinical governance systems for the hospital to guarantee better outcome and accountability of each care giver. It also processes to support the monitoring of key quality indicators in all service area of Hospital.
Head-Quality Assurance & Systems, Executive Director Division
International ICDDR, B Dhaka HospitalMay 2009 - March 2010 (10 months)
Reporting to the Medical Director; Summary: The hospital maintains extremely low mortality rates and a very low average treatment cost per patient. In 2007 alone, the hospital treated over 110,000 people, 35,000 of whom would have died if they had not received our care. In addition to treating those immediately in need of care, the hospital also provides the research opportunities and information scientists need to battle enteric diseases on a larger scale. During the hospital’s first years, ICDDR,B scientists searched for ways to save patients dying from severe dehydration caused by diarrhoeal disease. Finally, in 1968, our scientists made a discovery that has been called the medical advance of the century, finding a new way to treat dehydration using a simple mixture of water, sugar and salt. Today this mixture, now known as Oral Rehydration Solution, is used around the world and has saved more than 45 million lives.
Responsible for interpreting and implementing quality assurance standards in ICDDR, B Dhaka hospital to ensure quality care to patients which includes reviewing existing quality standards, studies existing hospital policies and procedures, and consulting hospital employees and patients to evaluate effectiveness of quality assurance program; Formulating quality assurance policies and procedures and reviewing and assessing hospital management systems and medical records, applying and adding latest quality indicators; Selecting specific topics for reviewing clinical protocol, problem procedures, incidence, complaint, high risk cases, or other factors; Compiling statistical data and reporting narratives and summarizing quality assurance findings under clinical governance model.
Also responsible for developing, coordinating, implementing and evaluating of clinical governance model and processes which support the monitoring of key quality indicators in all contracted services. Assisting with the development and implementation of local plans that deliver key health improvement targets including milestones outlined the hospital policy and the Board of Trustee commissioning strategy and operational plan; Leading on ensuring the implementation of clinical governance policy directives on evidence based practice, providing specialist advice and support to consultants.
The State University
, Hospital administration2007 - 2009
The Royal Roads University, BC, Canada
, Executive management2002 - 2004
Chittagong Medical College
Notre Dame College
, Science1985 - 1987
Groups and Associations:Member of American College of Healthcare Executive [MACHE]
Honors and Awards: