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.