SBU HEAD – CRITICAL CARE

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 as one of three therapy verticals 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. Responsibility: Your 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 pressur