Management
The half of home healthcare nobody sees
Clinical skill gets a nurse to your door. Everything that determines whether they arrive on time, with the right equipment, knowing your history, is operations — and it is where most home healthcare actually breaks down.
The team
Who runs it
Rajkumar Ramalingam
Director of Revenue Cycle Management
Raj has served as head of revenue cycle management in almost all the major hospital groups in the UAE — including NMC, Mediclinic and Aster — over the past 15 years. His expertise covers claims management, payer relations, insurance empanelment, price negotiation, internal auditing and denial management.
Pazhaniraja Govindaradja
Operations Manager
Pazhaniraja manages the people who deliver the service rather than the visits themselves. The coordinators, schedulers and logistics staff who place clinicians across the seven Emirates report to him. He sets how the desk works, decides where cover goes when a day is oversubscribed, and is the escalation point when a case needs a call his team cannot make alone.
Agathiya Rejnesh
Nursing Manager — Dialysis Services
Agathiya leads the dialysis nursing team. She is responsible for competency assessment and sign-off before a nurse works unsupervised on a home haemodialysis case, for adherence to the dialysis protocols, and for making sure every home session on the schedule is covered by a nurse competent to run it.
Evanjina Timalsina
Charge Nurse — Home Nursing Services
Evanjina runs the home nursing shift. She allocates nurses to cases, supervises clinical practice at the bedside, reviews care plans as a patient's needs change, and is the first person a nurse calls from a patient's home when something needs a second opinion.
Raja Patrao
Administrative Officer
Raja keeps the offices running and the fleet moving. He handles office administration across the Dubai, Abu Dhabi and Ajman branches, and oversees transport — routing clinicians to visits, managing vehicle scheduling and maintenance, and making sure equipment and supplies reach the right home on the right day.
Haizam Ismath
Accountant
Haizam maintains the company's financial records — invoicing, payroll, supplier payments, and reconciliation of insurance settlements against submitted claims. He works alongside the revenue cycle team so that what is billed, what is approved and what is actually received all agree.
The functions
What the operation covers
Care coordination desk
Staffed 24 hours a day by coordinators with clinical training. Every patient has one named coordinator who stays with their case rather than a rotating queue.
- One named coordinator per case
- Answered by people, not menus
- Escalation to an on-call clinician at any hour
Scheduling & rostering
Matching clinicians to visits across seven Emirates — by skill, language, continuity and travel time, in that order.
- Continuity of clinician prioritised
- Language matching where possible
- Cover planned for leave and holidays
Equipment & logistics
Commissioning dialysis machines and home ICU setups, managing consumable deliveries, cold chain and clinical waste collection.
- Installation and commissioning
- Consumable delivery and buffer stock
- Validated cold chain for medications
Quality & compliance
Licensing with the health authority in each Emirate, audit cycles, infection control, incident investigation and corrective action tracking.
- Health authority licensing per Emirate
- Protocol audit on a fixed cycle
- Incident investigation to closure
Family liaison
Structured reporting to relatives — including families abroad — so nobody is reconstructing their parent's condition from a group chat.
- Scheduled written updates
- Video review on request
- Named contact for the family
Insurance & billing
Pre-authorisation packs, claims submission and appeals, so patients are not the ones chasing their insurer.
- Pre-authorisation documentation prepared
- Direct billing where arrangements exist
- Appeals supported with clinical justification
What we measure
Operational commitments, not aspirations
These are the numbers the management team is held to. Where we miss them, that goes to the leadership review rather than quietly disappearing.
Something not working as it should?
The Head of Patient Experience sits outside the teams that deliver care, precisely so concerns are not investigated by the people they are about.