Sunrise Diagnostics

Each of Sunrise's three branches ran its own copy of a billing package, with its own database. Consolidating a month meant three exports, a spreadsheet, and an afternoon — which meant it happened late, if at all.

Sneha Patil could be at one branch a day. The other two reported by phone in the evening. Those reports were honest but approximate, and they never included anything about costs.

The specific worry was a health checkup package the centre promoted heavily. It brought people in, but nobody could say whether it made money, because nobody had ever put reagent cost, ultrasound time and the routine discount together against its price.

All three branches moved onto a single system with branch-level permissions, so each site runs its own counter independently while management sees a consolidated view.

Expense tracking was set up alongside billing — reagent costs per test, salaries, rent and utilities allocated per branch. That was the piece that made real margin visible rather than assumed.

The daily dashboard replaced the evening phone calls. Collections, patient count and pending reports for all three branches, on a phone, updating through the day.

The promoted health package turned out to be running at a small loss on every sale once ultrasound time and the standard discount were counted. It was repriced rather than withdrawn, and volume held.

Across the year, the margin recovered from repricing that package and two others came to about two and a half lakh rupees.

Reconciliation moved from monthly to daily, which had a secondary effect nobody predicted: two small, long-running cash discrepancies at one branch stopped within a fortnight of per-user day-end totals being introduced.