Physician and health manager with over 18 years leading hospitals, insurers, public networks and private clinics in Peru. Consulting, advisory and leadership for institutions that want systems that truly serve people.
I'm Dr. Alberto Gonzales Guzmán, physician-surgeon (UPCH) and Health Management specialist (UNMSM). For over 18 years I've worked inside Peru's health systems —not observing them from outside— directing hospitals, insurers, integrated networks and private clinics.
I combine that management experience with training in disaster-risk economics, public health, philosophy and artificial intelligence, and with the discipline of Lean Six Sigma (Black Belt). I'm equally at home in a ministry, on a clinic's board, or coordinating an emergency response as a volunteer firefighter, captain rank.
I've led and advised across the three fronts where health and social policy meet. That's where I do my best work.
I've led and advised from the Ministry of Health, integrated networks (DIRIS/DIRESA), public hospitals and state insurers like SaludPol and SIS. I know financing, budget programs and health-workforce management from the inside. I also led the COVID-19 vaccination campaign.
As medical director of clinics and quality auditor, I help the private sector grow with efficiency, sound clinical practice and profitability, without losing sight of the patient.
I've led projects with NGOs like Partners In Health and Americares, and consultancies with USAID, on COVID-19 response, mental health and disaster-risk management, connecting services, data and communities.
A proven method to intervene in complex systems without breaking what already works.
I understand the real system —with data, fieldwork and the people who sustain it— not the org chart.
I prioritize interventions by impact and feasibility, with the discipline of Lean Six Sigma and evidence.
I support execution. I've been accountable for making things happen, not just recommending them.
We measure what changed for people and adjust until the system sustains itself.
End-to-end transformation projects for health institutions and social programs that need real, measurable change.
Close guidance for boards, ministries and leadership teams on their hardest decisions.
Available for executive and management roles —public or private— with a proven track record directing hospitals and health institutions.
Speaker at national and international forums, including the World Hospital Congress (Geneva, 2025), on the future of health in the region.
From the field in North Lima to forums in Geneva, Panama and Bogotá: public management, international presence, community campaigns and direct care for people.
As General Director I ran a highly specialized hospital with over 2,000 staff and a S/100 million annual budget, reaching 99.95% budget execution, with equipment investments, renovations and recognitions for good public-management practices.
I managed over 100 health facilities and the regulatory oversight of 3 hospitals, running integrated health networks in one of Lima's most populated areas.
As Director of Member Services I implemented the after-sales process and streamlined the letter of guarantee, improving members’ experience and coverage.
In the private sector: sustained operability above 95% (GWA Medical), 20% faster response times (SISOL), and the launch of a new site with highly specialized surgical processes (Arthromeds Clinic).
The history of the José Casimiro Ulloa Emergency Hospital in Lima, told by the people who built it — from a disputed plot of land in Miraflores to the alarm that summons the trauma team in seconds. Forty-five years in which the country walked in, again and again, through the emergency door. Written in Spanish.
Impact of the COVID-19 Pandemic on Violence-Related Emergency Visits in Peru — Int. J. Environ. Res. Public Health.
Disaster risk management in a high-complexity hospital — presenter at the 48th World Hospital Congress, Geneva 2025.
Budget analysis of disaster-risk management in health, North Lima — Pensamiento Crítico, UNMSM.
I share analysis and experiences on transforming health systems. You can read and comment on each post on LinkedIn.
See all 9 articles, grouped by theme →
My first book. A 20-page field manual for health workers, with eight protocols and a 30-day plan. We were taught protocols, doses and algorithms; nobody taught us what to do with our own body when someone else\u2019s is shutting down. Free download, with ISBN, legal deposit and DOI.
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Meeting targets, spending the whole budget and cutting waiting times — and still improving no one's health. Public health says where to go; service management builds the capacity to get there. And a third lens is almost always left out: the level at which the decision is made. Written in Spanish.
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The question is not «do we have an infection control committee?» but «how prepared is our hospital to manage the risk?» Six capabilities an institution needs to be able to exercise, a five-level maturity scale, and a dashboard that connects microbiology, pharmacy, devices and epidemiology before an outbreak connects them for us. Written in Spanish.
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\u201cRisk: nosocomial infections.\u201d Two words that are correct, technical and utterly useless: they allow no prioritisation, no control, no audit. A sound risk statement carries event, cause and impact, and is recognised by one thing alone: it helps you understand, prioritise and decide.
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It has been Peruvian law since 2003, and almost no school applies it, because almost no family asks. A free guide for athletes\u2019 families: what article 67 says, who it covers and how to ask for it without conflict. Written as a doctor and as a father.
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1,481 professionals from eleven health careers sat the National Assessment for SERUMS 2026-II in Lambayeque. Behind them: nearly 100 people, oversight from professional associations and the Ombudsman\u2019s Office, and one conviction — in sensitive processes, legitimacy is not decreed, it is built.
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Understanding the legal order isn’t a legal matter: it’s the basis for making correct, legitimate and effective decisions in health. A good manager doesn’t just know the rules; they understand their place in the system’s structure.
Leer el artículo completo →NOAA projects an 81% chance of a very strong El Niño between October and December. Beyond infrastructure, it drives dengue, diarrheal and respiratory disease in the north. Prevention costs a fraction of reconstruction.
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Preparing material for my classes, I went back to Lean thinking\u2019s three forms of loss: waste that adds no value, overburdened staff, and variability between shifts. In a hospital these are not textbook concepts: they are the patient\u2019s wait, the team\u2019s exhaustion, and the outcome that changes depending on who is on duty.
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From the Directorate for Health Workforce Capacity, we set out in a single diagram how those who care actually learn: where learning happens — clinical, territorial and managerial — with what methodologies, following the Permanent Health Education cycle, and with what content, anchored in the Comprehensive Care Model across the life course and the Integrated Health Networks. All of it under constant evaluation, with one purpose at the centre: a trained and committed health workforce.
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We measure beds, waiting times and budgets, yet we rarely ask the one person who knows whether the care worked. Three instruments correct that: PROMs capture how patients perceive their health after treatment, PREMs how they experienced the care itself, and PRIMs record the incidents patients report. Three vertices of one triangle, with the patient at the centre.
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A guide to medical auditing with ethics, in light of Peru’s Medical College Code of Ethics (2023): the principles audited, the auditor’s own duties, and a five-step method to deliberate a case. Because an indicator can be met and still be unjust.
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\u201cPolitics is nothing but medicine on a grand scale,\u201d said Virchow. Decisions on jobs, education, environment and housing shape a people\u2019s health more than hospitals themselves. Designing healthy public policies means caring for Peru at its roots.
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The teams that never stop learning share a routine: a briefing before acting, a huddle during, and a debriefing after. Communicating and reflecting as a team improves practice, saves lives and transforms services.
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Law 32732 creates a new eye-health institute. But Peru\u2019s problem isn\u2019t demand, it\u2019s fragmentation: more \u201cislands\u201d mean more inefficiency and inequality. We need fewer islands and more system, with a Ministry of Health that leads and coordinates.
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Five recommendations to transform the regulation of Peru\u2019s health system for the 2026-2031 government: risk-based supervision, transparency of results and evidence-based decisions. An effective regulator is measured not by the sanctions it imposes, but by the results it improves in people\u2019s lives.
Leer el artículo completo →My work and my voice have reached health forums across the Americas and Europe.
See teaching and talks →Write to me for consulting, advisory, speaking invitations, or to explore a leadership role. I reply personally.
