How has your journey from Group CIO to Group COO influenced your perspective on healthcare leadership and transformation?
My move from Group CIO to Group COO has been a meaningful experience that helped me better understand both the operational and technological sides of healthcare. As CIO, I focused on using digital tools to improve efficiency, increase transparency, and keep the patient at the center. Taking on the COO role gave me a wider view—now, I see technology not just as support, but as a key part of how we run operations and improve patient outcomes. Today, healthcare leaders need to connect technology with clinical quality, staff support, and the needs of the community. My background in technology helps me look at operational challenges with a fresh and solution-focused mindset, whether it’s improving hospital processes, making care more accessible, or raising quality standards across Paras Health. This mix of tech and operations has strengthened my belief that true progress in healthcare comes when innovation is combined with practical, on-the-ground action.
Why do you believe India’s Tier 2 and Tier 3 cities are key to driving the next wave of healthcare growth?
Healthcare demand in India is no longer limited to big cities. Tier 2 and Tier 3 cities are growing quickly, with rising populations, higher aspirations, and more awareness about the importance of quality care. However, these cities still face major gaps when it comes to access. They represent the future of healthcare growth, not just in terms of expanding services, but also in making healthcare more equal and accessible across the country.
At Paras Health, our presence in emerging cities like Patna, Ranchi, and Panchkula has shown us how powerful the impact can be when quality infrastructure, skilled professionals, and affordable care come together. Investing in these regions support India’s broader goal of strengthening its healthcare system and driving the next phase of growth beyond just metro areas.
What are some of the structural or systemic challenges in delivering quality healthcare to non-metro regions, and how can they be addressed?
There are still several challenges, with one of the biggest being the shortage of qualified healthcare professionals willing to work in smaller towns and rural areas. In addition, these regions often lack proper infrastructure, face supply chain issues, and have limited access to advanced or tertiary care.
Solving this requires a combined effort from multiple stakeholders. Hospitals need to focus on training talent, offering hands-on clinical experience, and creating attractive opportunities for healthcare workers in these regions. Public-private partnerships can help bridge infrastructure gaps, while digital tools like telemedicine and remote diagnostics can improve access to specialists. Ultimately, delivering quality care in non-metro areas calls for a mix of operational efficiency, trust-building within communities, and innovative care models that meet local needs.
In your view, what defines a ‘smart hospital’ in the Indian context—particularly outside metropolitan areas?
In India, a smart hospital isn’t just about having advanced technology; it’s about using digital tools in the right way to improve patient care, make better use of resources, and run operations more efficiently.
In non-metro areas, a smart hospital should focus on three key things: accessibility, affordability, and adaptability. This could mean using telehealth to connect patients with specialists, applying AI-based diagnostics to speed up test results, or using digital health records to streamline patient care and reduce paperwork.
At Paras Health, being ‘smart’ means being in tune with the local community—offering services that people genuinely need, rather than using technology just for the sake of it. A smart hospital supports both doctors and patients in delivering and receiving seamless, effective care, while keeping costs reasonable for the community it serves.
How can hospitals in emerging cities adopt digital technologies while staying financially sustainable and accessible?
Adopting digital technologies in emerging cities requires a focused and practical approach. Hospitals should prioritize tools that directly improve patient care and operational efficiency, such as electronic medical records, teleconsultations, remote monitoring, and data-driven decision-making.
To stay financially sustainable, it’s important to choose solutions that are scalable and flexible, ones that can grow with the hospital, rather than requiring large upfront investments that may not offer immediate returns. Partnering with technology providers, using cloud-based systems, and tapping into government-supported health tech initiatives can also help reduce costs.
Just as important is preparing the staff to work with these new tools. Proper training ensures that the technology is used effectively and delivers real benefits to patients. The goal should always be to strike the right balance between adopting innovation and being financially responsible.
What future capabilities will be critical for healthcare leaders to balance innovation, affordability, and operational excellence in a rapidly evolving ecosystem?
Healthcare leaders of the future will need a wide range of skills. They must understand technology, manage finances wisely, and always keep the patient at the center. To balance innovation with affordability, leaders will have to explore new approaches, like digital health solutions, value-based care, and integrated service models that move beyond traditional systems.
Operational excellence will depend on agility—the ability to quickly respond to changing patient needs, new regulations, and advances in technology. Building strong partnerships with players in tech, pharma, insurance, and government will also be key to creating a more connected and efficient healthcare ecosystem.
Above all, empathetic leadership will remain essential. The ability to understand and support both patients and healthcare teams, especially in high-pressure situations, will define truly effective leadership in the years to come.