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SEAL THE
DEAL
Editor-in-chief of Pulse in talks with Mr. Abhay Soi, Chairman, Radiant Life Care and Max Healthcare on his future plans for the group and redefining healthcare delivery model through a patient-centric approach
Please tell us about your
journey so far?
My passion and profession have
always been restructurings and
turnarounds. My entry into
the healthcare sector per se
was more out of default than
design. My journey in healthcare
started with BLK Hospital, a
550-bed super speciality hospital
in Delhi and thereafter
Nanavati Hospital,
a 350-bed hospital
in Mumbai. While
BLK was in mild
stress, Nanavati was
in deep distress.
We were able
to turn them
around through
a combination
of financial,
operational,
organizational
restructuring
and steadfast
introduction
of capital and
human resources.
What are your expansion
plans for the group?
Radiant Life Care,
post-merger with Max
Healthcare, plans to
increase existing 3,500
beds to 5,500 beds in
Fly Offices in countries to enable
this business. Presently, we have
representations in Uzbekistan, Iraq,
Kurdistan, Myanmar, Fiji, Ethiopia,
Nigeria, Nepal, Afghanistan
and are planning to establish a
presence in Sudan, Cameroon,
Kenya and Indonesia over the
next few years. Our focus will be
medical tourism both domestically
and internationally for high-end
quaternary care.
the next 4-5 years. We also
plan to expand the capacity
at BLK Hospital, Nanavati
Hospital, and Max Smart. At
Vaishali (Delhi-NCR) Max,
we intend to commission 100
beds in the next few weeks.
In the next 4-5 years, we are
planning to add another 900
beds at Max Smart (SaketNew Delhi) and 650 beds at
Nanavati Hospital. Similarly,
beds will be increased at other
Max units as well.
How do you foresee the
International Business
expansion for the group?
We as a country, have a
significant competitive
advantage compared to other
nations. We are the largest
exporters of nurses, doctors
and medical technicians to the
world and happen to be not
only the lowest cost but also
the highest skill destination in
the world for medical services.
Moreover, geographically we
are within 7 hours of flying
time of 65% of the global
population.
We intend to focus a lot more
on International Medical
Tourism going forward. We
plan to establish Direct to
Now since the merger is almost
underway, what are your
aspirations for the group?
We are not racing towards becoming
the number one hospital in the
country. Our aim is to become
a well-regarded hospital chain
globally with a focus on providing
high quality and cost-effective
tertiary healthcare services in
Metros like Delhi & Mumbai. We
intend to be metro-centric with a
concentration on geographies, size
and scale. Our hospitals will fulfil
a dual objective of acting as large
community hospitals within their
micro-markets as well as high-end
quaternary care providers both domestically and internationally.
Our objective is to host the best
clinical and managerial talent,
cutting edge technologies for clinical
excellence, academics and research
for both communicable and noncommunicable diseases under one
roof.
With rapidly changing healthcare
dynamics, what according
to you is the most prominent
differentiator for any healthcare
brand?
Two decades ago the differentiator
was infrastructure and in the
last decade, it was technology but
today it is patient service and
care. Patients today feel a large
gap between the way they receive
healthcare and the way they want to
receive care.
There is a need to focus on
redefining patient relationships
and transforming the professional
and organizational culture towards
a model that puts the patient at
the core of healthcare delivery. We
intend to bring Care to Health care
through our passion for healing.
