Intro 0:01
Many aspire to reach the upper echelon of the healthcare industry, but few are able to successfully navigate the corporate ladder. C-Suite Partners sits down with international healthcare executives, asking the tough questions and unpacking the personalities of the top industry leaders. Welcome to the Boardroom.
Michael Murray 0:34
Muhammad, thank you so much for being a part of C-Suite Partners’ In the Boardroom. I think everyone at home would probably like to understand a little bit more about your current role and who you work for.
Muhammad Junaid Khan 0:45
It’s my pleasure to be here. I work for PureHealth. It’s one of the integrated healthcare services providers, not just in the UAE, also in the UK, and recently we also entered Greece and Cyprus. Specifically my role, I’m currently having two roles. One is the Group Chief for Planning and Performance. So I look after all the planning aspects of the business and also the performance aspects, where we ensure that the performance of the overall group is in line with the stakeholders’ expectations. My second role is also I look after the clinical aspects of the business here in the UAE. So, I look after the hospitals and the clinics.
Michael Murray 1:29
I’m interested in what makes PureHealth unique, because it’s a very well-known brand globally. What do you think is the secret to that success? Because there are only a few groups that do what you do, who have been as successful and grown as quickly as you have. What do you think the secret sauce is?
Muhammad Junaid Khan 1:49
I think, and this is my personal opinion, by the way, what I believe is there are a couple of factors, but some things that really stand out are the vision of the management, the founders and the co-founder and the stakeholders. Their vision is very unique. And the second biggest strength is the right kind of people to execute that vision and deliver on the objectives that are defined for them. You can copy a lot of systems and processes, but you cannot copy this unique culture that has been created by this vision of the top leadership, and the strength that each and every team member brings to the table to ensure successful delivery.
Michael Murray 2:37
Can you talk to me about what you think is unique about the GCC’s culture, the region, how it operates? Because you’re obviously acquiring in Europe, there’s going to be a different culture there. But what makes this region unique?
Muhammad Junaid Khan 2:52
I think there are quite a lot of things about this region which I really appreciate. And then there are also kind of challenges that everyone who’s entering here needs to keep in mind. So first, look at the opportunities in the region. First and foremost, the leadership of this region is always at the forefront and coming up, and I would call them visionary. They are coming up with all these new technologies. They are the first ones who want to adopt it. So it’s top-down for most of the region. They are at the forefront, and they are ready to support. Second, the multiculturalism that has become the hallmark of this region – in every other company that I worked at, someone was saying I had 60 nationalities, some had 80 nationalities. So this is, I don’t know if there are even any nationalities left that are not part of the organisation. That’s the kind of multiculturalism that is introduced into the organisations. Third and foremost is the rapid change of regulations. As we discussed earlier as well, the laws are adapted to the fast pace of change that is happening across the globe, and the region is at the forefront, since they are the first ones who want to adapt. Because of the vision of the leadership, that brings a lot of opportunities, but that also brings challenges. You have to be agile, flexible, and know how to survive in this fast-paced environment. The region has a lot of talent and capital. It is a magnet that attracts a lot of talent and capital, but it’s only available for the one who is most agile, most flexible, and able to adapt to survive in a very fast-paced environment. The laws, while they present an opportunity in that they are constantly adapted to the requirements of the fast-changing environment, but at the same time, if you don’t adapt to them, suddenly your business will close down. Last but not least, multiculturalism also brings a lot of unique challenges – bringing all those people together and making them work towards a common goal, and the relational ethos that requires a lot of understanding, cultural understanding.
Michael Murray 5:03
We’re talking about the workforce a little bit. I’m just wondering about your views coming from another industry to healthcare. How would you redesign the healthcare workforce model? Would you look at this as something that’s working at the moment – in terms of the talent that comes to the region, the way that you upskill them – or do you think there’s room for improvement?
Muhammad Junaid Khan 5:26
I think the current talent that we get in this region, and we are blessed in that we get to pick and choose the best from across the globe, and our leadership always supports us with that. What I find challenging, and that’s maybe a more general, generic statement, is in healthcare, the adoption of technology. You will always find that there is a constant shift from the traditional methods to the new technologically savvy people, and that shift is where people need to adapt – and the ones who adapt quickly will be the ones who will be the real game changers. So that’s where I face a lot of challenges as well. And I think for us, if I have to really look into it, someone who is tech-savvy, who is ready to try new technologies, who is ready to interpret the data from multiple angles rather than the traditional legacy approach – these are the people who will make a difference. And that’s the main caveat for me, to transform the human aspect of the business.
Michael Murray 6:38
And in terms of Pure’s strategy, as you continue to grow and acquire, where does AI play a role?
Muhammad Junaid Khan 6:45
AI – not just for PureHealth, but even for overall healthcare – that’s the most important area where everyone has to adapt. PureHealth has always been at the forefront. And not just as an organisation, but across the country, the ecosystem is quite rapidly adapting towards AI. The leadership of this country, you might have heard it over the news and all the recent developments, they are spearheading this AI revolution.
Michael Murray 7:13
And if you had to describe your career in one sentence, what would it be?
Muhammad Junaid Khan 7:19
So it’s quite a complicated one. For me, even the most simple questions are the most complicated ones. So I think for me, what defines it is resilience.
Michael Murray 7:31
Yes, I think so.
Muhammad Junaid Khan 7:33
That’s the one word that I would use.
Michael Murray 7:34
That’s a great way to end it. Muhammad, I absolutely appreciate your time, and thank you so much for being a part of “In the Boardroom”.
Muhammad Junaid Khan 7:40
Thank you.
