ABOUT OUR CLIENT


Name - Dr. B. S. Chandrashekar

Company Name - CUTIS Academy of Cutaneous Sciences (Institute)

Description - CUTIS Academy of Cutaneous Sciences (CACS) is the brainchild of Dr B.S.Chandrashekar, an eminent clinician who is internationally recognised in the field of Dermatology.

CUTIS initially started as a small clinic in the year 1997 and has grown into a full-fledged super-speciality skin institute. We have out-patients of more than 250-280 per day.

CACS pioneers in providing high quality dermatology care and takes great pride in full filling educational, research and community service missions with excellence. CACS is enriched by the laurels brought by the faculty members and students in the form of research publications, projects, fellowships and community participation.

ABOUT OUR CLIENT


  • I strongly felt that Cutis needs to take a shift where my presence was only substantial.
  • And that it should be able to keep growing and developing even though the absence of my management.
  • Seeing that the fundamental of Mastery in Entrepreneurship Excellence Gurukul was to help build an organization that runs on its own, I knew I had to get on board and make start build an Auto-pilot organisation of Cutis.

IMPLEMENTATIONS DURING MEE GURUKUL


BEFORE


Ever since the beginning of my career, I have seen performing surgeries as my strong suit and so have mainly focused on this to drive revenue for my clinic.

AFTER


While I still like performing surgeries, I have now discovered a newer distinct forte that started to benefit my organisation better. With the guidance and encouragement from my reviewer Subham Kumar, I have started delegating client management and started focusing on expansion.

I have now started working on starting a new department to the dermatology institute. Along with this, I have also started conducting webinars that are now priced at ₹35,000. Collectively, we are moving towards transformation.

BEFORE


I have always had a team of 140 members. However, the retention rate was not something we could be proud of. And even though I had a team, I still had too much on my plate to be able to work on expanding.

AFTER


During the programme, when T. I. G. E. R. Santosh Nair introduced us to this fundamental, I knew I had to start working on retaining my team. Since I already had a team, what I did was differentiate them into different departments for better functioning.

Today, I have successfully implemented processes which has brought about a dedication of practice and learning from my team members and helped me make the shift to an Auto-pilot organization. With this as motivation, I have been successful to delegate 70% of my clients to the senior and other doctors at the organization. So, now, I only focus on taking my organization to the next step of development.

BEFORE


Initially, we had a few systems which made it tough to retain employees. Due to this, we were on the constant practice of hiring employees from outside.

AFTER


As a free entrepreneur, we are working on setting systems that will promote the organisation to a smoother transition. Today, we have successfully implemented the IJP plan (Internal Job Posting). With this, we have started promoting team members to higher posts depending on their performance and knowledge development.

I have also started putting the intentionality tool to practise and working on expanding to new locations. In addition to this, we have started consulting services for firms abroad. This will be another source of helping us generate revenue.

BEFORE


I felt trapped by the thought that if I stopped personally handling my clients, I would lose them. This fear caused me to become very controlling and afraid to delegate my clients.

AFTER


With major emphasis by T. I. G. E. R. Santosh Nair and my reviewer Subham Kumar, I have renounced this undue thought and started delegating customer service and other surgical operations to senior & junior doctors. When I did this, I recognised I was capable and also that it was the best thing for the organisation.

BEFORE


I spent most of my time simply attending to customers daily. This only led my calendar to be forever booked. And spaces, where I had free time, were replaced with impromptu tasks which did not need my attention.

AFTER


When T. I. G. E. R. Santosh Nair spoke about the entrepreneur as the most important resource, I had the worst epiphany that I was wasting my time on non-revenue generating activities. This is when I put the pen to paper, appointed an Executive Assistant and implemented an Ivy Lee Method as suggested my T. I. G. E. R. Santosh Nair. Now, I only focus and activities based on their priority. This has brought about some major change in my everyday schedule.

BEFORE


I have always seen myself as an innovator and onto looking at newer ways to take the organization to the next level. However, due to lack of time and too many tasks, I have had this as a setback.

AFTER


As mentioned earlier, I have started putting the smmart intentionality tool to be the best use. I have successfully prepared an expansion tool, the results of which will shine by January ’21. As for my organization, they have collectively poured all efforts towards creating a standard operating procedure (SOP). This has helped our customer service.

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