SBU HEAD – CRITICAL CARE

Fresenius Medical Care; Gurugram District; On-site; INR 3,000,000 - 4,500,000; Full time

Benefits offered by this job

Opportunities for career planning and professional development

Innovative corporate culture

Support from a large global corporation

Job summary

Fresenius Medical Care in Gurugram, India, seeks an SBU Head for Critical Care, overseeing the entire portfolio in India and South Asia. This senior leadership role demands strategic vision and commercial discipline to deliver a robust P&L. Responsibilities include developing business strategy, driving revenue growth, managing key institutional relationships, and leading a talented team. Candidates should possess an MBA, at least 20 years of healthcare experience, and strong clinical knowledge. The role offers significant growth opportunities within a global leader in kidney care.

Qualifications

• Minimum 20 years of healthcare experience, ideally in Medical Devices.
• Proven track record of leading P&L responsibilities.
• Familiarity with Indian healthcare procurement dynamics.

Responsibilities

• Define and own the multi-year strategy for the Critical Care SBU.
• Drive sustainable growth through disciplined resource allocation.
• Own relationships with strategically significant accounts.

Skills

Leadership

Commercial acumen

Clinical knowledge in Critical Care

Strategic planning

Market development

Education

Postgraduate degree in Business (MBA)

Additional qualification in clinical/life sciences

Job description

Introduction

At Fresenius Medical Care, we are the global leader in kidney care, committed to improving the lives of patients with chronic kidney disease. Our mission is to deliver high‑quality, innovative products, services, and care across the entire healthcare journey. Guided by our vision—"Creating a future worth living. For patients. Worldwide. Every day."—we work with purpose and compassion, supported by a global team of over 125,000 employees.

Within our Care Enablement segment, we develop and provide life‑sustaining medical products, digital health solutions, and therapies that empower clinical teams and improve patient outcomes. Our FME Reignite strategy drives transformation through innovation, efficiency, and sustainable growth.

Our values guide how we work:

• We Care for our patients, each other, and our communities
• We Connect across teams and borders to deliver excellence together
• We Commit to doing things the right way—growing with purpose and leading kidney care with integrity and innovation

Information about Critical Care department

Critical Care is one of three therapy verticals that delivers acute renal therapies for critically ill patients in intensive care units. The vertical’s mission is to support clinicians managing acute kidney injury and multi‑organ failure by providing rapid, reliable access to life‑saving treatments.

Cross‑functional teams—including R&D, Manufacturing, Supply Chain, Quality, Regulatory, and Commercial—collaborate to develop advanced solutions that meet the urgent and complex needs of ICU environments, improving survival and recovery outcomes. Join our passionate team and help shape healthcare worldwide!

Role Overview

The SBU Head – Critical Care is a senior leadership role with full business ownership of Fresenius Medical Care's Critical Care portfolio in India and South Asia. This role goes well beyond sales leadership—it demands the strategic vision to build a category, the commercial discipline to deliver a P&L, and the clinical authority to shape therapy conversations at the highest levels of the healthcare ecosystem.

The incumbent will define where the Critical Care business goes, build the team and infrastructure to get it there, and represent FME as the definitive voice of critical care renal therapy in the region.

This is a business‑building mandate, not a management role.

Responsibilities

Strategic Responsibilities

• Business Strategy & Vision

  Develop and own the multi‑year strategy for the Critical Care SBU—covering therapy portfolio positioning, market development roadmap, competitive differentiation, and revenue growth architecture. Translate the global FME Critical Care vision into an India‑specific strategy that accounts for the unique market dynamics of public, private, and emerging healthcare segments.

• P&L Ownership

  Full accountability for the Critical Care SBU’s revenue, margin, and cost structure. Drive sustainable, profitable growth through disciplined resource allocation, pricing strategy, and investment prioritisation. Own the annual operating plan and present business performance to the MD and regional leadership with clarity and conviction.

• Portfolio & Therapy Development

  Work closely with global product management and the regional marketing team to shape the India portfolio roadmap. Identify therapy gaps, unmet clinical needs, and market entry opportunities—and translate them into concrete product and therapy development priorities. Champion CRRT, HVHDF, and adjacent critical care therapies with both clinical and commercial rigour.

• Market Development & Penetration

  Define and execute a market development strategy that expands the addressable critical care universe in India—across corporate chains, standalone tertiary hospitals, government medical institutions, and emerging ICU setups in Tier 2 and Tier 3 cities. Build a scalable model that regional teams can execute with consistency.

Commercial Responsibilities

• Revenue Growth & Target Delivery

  Ultimately accountable for the SBU’s top‑line performance. Drive a results‑oriented culture within the team while ensuring the commercial approach is grounded in clinical value—not just transaction. Balance short‑term target delivery with long‑term account and therapy development.

• Key Institutional Relationships

  Own relationships with the most strategically significant accounts in the country—large hospital chains, apex government institutions, and key academic medical centres. These require seniority, clinical credibility, and long‑term continuity, and the SBU Head must invest in them personally.

• Tender & Government Business Strategy

  Develop a structured approach to government and institutional tenders—understanding procurement cycles, decision hierarchies, and compliance requirements across states. Identify and pursue large‑scale public health opportunities where FME’s Critical Care portfolio can create systemic impact.

• Pricing & Commercial Policy

  Define and govern the regional pricing framework for the Critical Care portfolio in alignment with global and regional guidelines. Ensure commercial policy is consistently applied while retaining the flexibility to respond to competitive and market‑specific dynamics.

People & Organisational Responsibilities

• Team Leadership & Culture

  Lead, inspire, and develop the Critical Care commercial organisation—Regional Managers, Product Specialists, and cross‑functional partners. Create a high‑performance culture equally driven by clinical purpose and commercial ambition. The SBU Head sets the standard for what good looks like— in the field, in the boardroom, and in every customer interaction.

• Talent Development & Succession

  Actively build the next generation of Critical Care leaders within FME India. Identify high‑potential individuals early, create stretch opportunities, and work with HR to build structured development plans. The measure of this role’s success includes the quality of talent it produces.

• Hiring & Organisational Design

  Own workforce planning for the SBU—assessing where the team needs to grow, what capabilities are missing, and how to structure the organisation for the next phase. Partner with HR on recruitment, onboarding, and capability frameworks.

Clinical & Scientific Leadership

• National KOL Strategy

  Build and lead a national KOL engagement programme across critical care and nephrology. Develop relationships with thought leaders at a level where FME India becomes a genuine scientific and clinical partner— not just a device vendor. Support, co‑create, and participate in clinical education initiatives, symposia, and publications.

• Clinical Evidence & Therapy Advocacy

  Champion the clinical evidence base for FME’s Critical Care therapies. Work with the global medical affairs team to generate India‑relevant clinical data, real‑world evidence, and therapy outcome metrics that strengthen FME’s position with both clinicians and institutional payers.

• Society & Ecosystem Engagement

  Represent FME at national and regional critical care and nephrology forums—ISCCM, ISN, and equivalent bodies. Build FME’s institutional credibility through active participation, not passive presence.

Key Deliverables

• Critical Care SBU revenue and margin—annual and quarterly
• Market share growth across CRRT and HVHDF therapy segments
• New account acquisition and therapy initiation metrics
• Team performance — productivity per specialist, regional coverage depth
• KOL network quality — breadth, activation level, and advocacy output
• Talent pipeline — promotable individuals identified and in active development
• Annual operating plan submitted on time and executed with discipline
• Strategic account relationships — personally owned and actively managed

Expectations

• Think Like a Business Owner

  Bring an owner’s lens to every decision — balancing growth investment with return, short‑term pressure with long‑term positioning, and team needs with organisational priorities. This role is measured on the health of the business, not just the current quarter’s numbers.

• Clinical Authority, Commercial Edge

  The best candidate will have earned genuine clinical respect — able to walk into an ICU and hold a credible conversation with a senior intensivist — while being razor‑sharp on commercial execution. One without the other is insufficient for this role.

• Collaboration Without Dilution

  Work constructively across Sales, Marketing, Technical Services, Clinical, Finance, and HR to drive integrated outcomes. But maintain a clear point of view—this role requires strong convictions, clearly communicated and well‑defended.

• External Face of FME Critical Care

  Represent FME India at the highest levels— with customers, at conferences, and with regulatory and government bodies where relevant. The SBU Head is not a back‑office leader; they are the visible, credible, and trusted face of FME’s Critical Care commitment in India.

Candidate’s profile

• Postgraduate degree in Business (MBA from a reputed institution preferred); additional qualification or deep exposure in clinical / life sciences is a strong differentiator
• Minimum 20 years of experience in Healthcare, with a strong orientation towards Medical Devices — spanning commercial, market development, or business leadership functions
• Demonstrated track record of leading P&L responsibilities or SBU/BU ownership, ideally across multiple geographies or therapy segments within India
• Experience in Critical Care — CRRT, hemodynamic monitoring, organ support, or adjacent therapy categories — is a distinct advantage, though not a prerequisite for an otherwise strong healthcare MedTech profile
• Deep familiarity with the Indian healthcare ecosystem — hospital procurement dynamics, institutional selling, KOL engagement, and therapy adoption cycles
• Proven people leader with experience managing layered, geographically distributed teams
• Strong executive presence with the ability to engage credibly across clinical, commercial, and organisational stakeholders — from bedside to boardroom

Offer package

• Individual opportunities for self‑determined career planning and professional development
• A corporate culture in which there is enough room for innovative thinking — to find the best solution together, not the quickest one
• A large number of committed people with a wide range of skills, talents and experience
• The benefits of a successful global corporation with the collegial culture of a medium‑sized company
• Critical Care is one of FME India’s highest‑priority growth platforms. The therapy opportunity is large, underserved, and increasingly well‑understood by the clinical community. What is needed now is not just a sales leader — but someone who can build an institution within an institution. The SBU Head will have the mandate, the resources, and the leadership support to do exactly that.