CFO advisory for healthcare · Boston
I work with health-system and physician-group leaders who need to justify where the money goes and know whether it's actually working. I've sat in the chair — most recently CFO for a $10 billion national provider business. Now I come in as a senior operator for focused sprints, not as a consulting team.
P&L led
$10B
Fresenius Kidney Care — the U.S. dialysis business of Fresenius Medical Care
Cost takeout delivered
$80M+
Cost and margin work across a hospital and physician enterprise — the full case is below
Years in healthcare finance
15
Academic medical centers, physician organizations, multi-site services
SVP of Finance, Fresenius Kidney Care
Chief financial partner for the $10B U.S. business; 150-person finance organization.
System SVP of Finance
CFO accountability for Tufts Medical Center and the physician enterprise.
A decade of finance leadership
Including Director of Finance for the MGH Cancer Center.
Eighteen months into the strategic plan, the board asks what's actually working — and everyone tap-dances.
— The moment most engagements begin
Or one spend category — diagnostics, pharmacy, external services — is clearly out of control, and the only options on the table are blunt cuts and political landmines. These are problems that need senior finance attention, not another consulting deck. That's the work I take.
How I help
Every engagement is scoped to answer one to three concrete questions with real economics — using your existing data, delivered by me, sitting with your leadership until the decision is made.
When you'd call. You have a board-approved plan and a lot of activity, but no clean way to show which initiatives are working, what's hitting the P&L and cash, and what to stop, fix, or double down on.
When you'd call. Spend in one category has grown faster than volume for three straight years, nobody can fully explain why, and the only fixes on the table are ones leadership doesn't trust.
How engagements run
We pick one live issue — a plan, a spend bucket, an initiative — and I'll tell you plainly whether I can meaningfully help. If I can't, I'll say so and point you somewhere better.
A tightly bounded engagement built around the questions we scoped — never more than three — with clear deliverables and a defined split between what your team does and what I do.
If you want help implementing or tracking after the sprint, I stay on in a limited way. If not, you run it with your own team — the deliverables are built for that.
How I work: all work delivered by the principal — no leveraged team, no offshored analysis. Recommendations come as options with trade-offs, not mandates. Discretion is the default; engagements run under NDA.
Results
Representative work from the roles above and early advisory engagements, anonymized. Specifics are shared under NDA.
$80M+
Cost reduction & margin improvement · Academic health system
Problem. A multi-entity system needed to align economics across its hospital and physician enterprise while improving margin under pressure.
Result. Redesigned the system funds-flow model and deployed performance management across the system — alongside a board-ratified five-year financial plan.
→ 50th
Productivity raised to national median · Academic medical center
Problem. A large academic physician organization's comp plan had drifted from strategy, with productivity lagging national benchmarks.
Result. Full redesign aligning pay to productivity and market — shepherded through a 20-member physician committee to full-faculty approval.
1,000s
Sites with unit-level profitability visibility · Multi-site services
Problem. A national multi-site organization lacked consistent visibility into cost, labor, and unit-level profitability across its network.
Result. Standardized performance management across thousands of company-owned and joint-venture sites, with modernized reporting and forecasting.
Engagement references available on request.
Fit
Background
Healthcare CFO. Fifteen years of finance leadership across academic medical centers, large physician organizations, and national healthcare services.
Most recently SVP of Finance at Fresenius Medical Care, serving as chief financial partner for Fresenius Kidney Care — its $10 billion U.S. kidney care and dialysis business — with a 150-person finance organization. Before that, System SVP of Finance at Tufts Medicine, with CFO accountability for both Tufts Medical Center and the Professional Group. Earlier, a decade of progressive finance leadership at Massachusetts General Hospital, including Director of Finance for the MGH Cancer Center.
Across those roles the work has centered on strategic plan economics, cost and margin discipline, physician compensation and funds flow, and performance management at scale. Siddiqi Advisory exists to bring that work to organizations on a focused, scoped basis — the part of the CFO job that puts decision-ready economics in front of leadership, without the full-time hire.
MBA, Boston University Questrom School of Business.
Focus areas · Academic medical centers · Physician organizations · Kidney care & dialysis · Ambulatory & multi-site services · PE-backed healthcare services
Contact
I take on a small number of engagements at a time. Most start with a 45-minute working session — no pitch, no deck. We work the issue, and I'll tell you whether I can meaningfully help.
Picks a time directly on my calendar — 45 minutes, one live issue.
Or write a note
Thank you. I'll be in touch within a day or two.