In conversation with Manu G Parmar, Dr Saed Kaldari, CEO & founder of Surgi Art Hospital discusses a wide range of topics related to why he blended art in the name of the hospital, the goal of the facility and where he envisions it in two years’ time.
BL: Talk us through your career path?
Kaldari: I started my career as a physician. I graduated from the Royal College of Surgeons in Ireland in 1997. After that, I briefly returned home, only to leave again for Sweden to pursue a career in plastic surgery. I practised that for a while and eventually decided to come home in 2006. Before returning, I worked in Sweden at one of the university hospitals, where I held a locum consultant position, which I took on as I saw it would enhance my career. I worked for Hamad Medical Corporation at the start of my career for about 17 years. In 2014, I realised that I needed to focus on one thing, as I was managing both a private facility – a solo clinic from 2010 to 2013, and in 2013, I decided that this was not the way forward. I established a plastic surgery and dermatology centre in the Duhail area in 2014. With progress in this venture, I approached one of my friends in the business, the late Ibrahim Al Asmakh who was involved in real estate.
Eventually with Al Asmakh and his partner, late Sheikh Khalid bin Nasser we expanded upon their hospitality, real estate (both commercial and residential), retail to add a healthcare unit, which I was assured, I would have complete control to execute it as I saw fit. In 2017, we signed the contract, marking the project’s official commencement and with efficient planning and budgeting, we offer our rooms at the same price as regular market rooms but with far superior services. It’s not about volume; we aim to introduce new, niche services. Our entire business model centres on providing specialised services and given the small market, investing in high-end technology and personnel locally is also challenging. Therefore, we promote our services to reach a wider geography, aligning with Qatar’s health tourism initiative. This initiative is gaining momentum, and we feel fortunate to be ready as it unfolds.
The government is supporting the private sector in fostering growth, and we are proud to be part of this and help establish quality hospitals in Qatar. We can also attract specialised high-end practitioners worldwide, permanently or visiting. Our goal is to transform Qatar into a regional hub for healthcare, understanding and catering to our customers’ needs uniquely. We are optimistic about this continued success.
BL: What made you think about this unique art and health care unison?
Kaldari: Coming from a background in plastic surgery, you know you can’t help but think about the artistic application of medical science. It’s not just about plastic surgery; I realise that an orthopaedic surgeon, who cuts away at the correct angles, is an artist of sorts. I believe those who perform other types of surgery also have their own crafts. It’s a mix of knowledge and skill, both essential for success. There is artistry in it. I think this is where the name derives from: the artistry in providing care.
The main idea is that when you walk in, you’ll notice one thing that’s different about this building. I was involved from an architectural perspective, including the layout and all the blueprints from day one. I faced a huge challenge trying to convince architects and engineers who were pushing for standard building concepts that this was not the direction I wanted to take.
This is about the feel, more than anything else. You will notice when you walk around the hospital that there is a unique flow to the space. This flow is noticeable to anyone who passes by our facility; they feel an airy quality here, something flowing. There are many studies worldwide showing that you eat better in a pleasant environment, which I think is an important part of the services we provide.
BL: Doha has quite a few upscale, modern hospitals. What do you think you will offer that will set the hospital apart?
Kaldari: We have a medical background and have developed organically, not from a business perspective. Our goal is to expand into the health sector, a commitment my partners and I agreed upon from the start. This sector is unique because it requires a blend of skills. Running such a venture demands not just medical management but also sound business acumen to ensure feasibility. Merging these competencies is challenging, as it ultimately provides a different type of service.
BL: What are the 5 USPs of this hospital?
Kaldari: We have recently launched a uniquely designed medical facility in Qatar. The hospital features distinct architectural themes, creating a unique flow throughout the building as patients experience its services. We stand out by implementing the concept of a boutique hospital. While we function primarily as a surgical facility with ancillary medical services, we also provide general medical care with a strong emphasis on surgery. Our foremost department will be plastic surgery, alongside general surgery. Soon, we will include orthopaedic surgery, ENT, dermatology, obstetrics and gynaecology, and more specialities to come.
Our state-of-the-art diagnostic facilities include laboratories and radiological testing. We have established collaborations with experts from North America, Europe, and even Asia to bring their services to Qatar, benefiting not only our local population but the entire region as well.
BL: Medical insurance is a crucial success factor for a hospital’s success. What kind of insurance tie-ups have you done for the hospital?
Kaldari: We have connected with all major insurance providers in Qatar and are now in the negotiation stage. As you know, the medical insurance sector in Qatar still has a long way to go in terms of development. It’s not operating optimally, and I believe it requires more governance. A regulatory authority is necessary to manage the interactions between the providers, insurance companies, and consumers; proper oversight is crucial. I’ve heard discussions suggesting that the authorities intend to enhance regulations in this field. Currently, we are in negotiations, and QLM holds the largest market share in Qatar, followed by AlKoot, GlobeMed, NextCare, and other significant players.
We are awaiting their next steps; they have our paperwork, but, as you’re aware, the challenge is that insurance companies are overwhelmed by the volume of applicants and long waiting times. Nonetheless, they must find ways to stand out. This is a hospital environment, not a villa; such services are essential for your clients.
BL: In two years’ time, where do you see the hospital?
Kaldari: We will significantly focus on plastic and the field of medicine, which we know very well. However, I’m expanding into other surgical specialities where there will be niche areas. The idea is not to provide the run-of-the-mill, general service in a nice setting for those who want it. But, of course, from time to time, you’re going to find some star providers for certain, let’s say, techniques or technologies. Those will constantly be introduced, you know, as they come up.
So, there is no intention of just developing something to have it. This is an expertise-based industry, which means it’s not enough for you to buy the technologies and provide the resources; you must have the right experts. First, find the expert, then provide them with the tools to deliver.
Short Takes:
- Best medical advice you’ve got: Ultimately, the key is to give your all and focus on what you can control.
- Best medical advice you’ve given: It might take about five years to master a particular procedure, but an additional 10 years may be needed to understand when to refrain from doing it. The essence lies in deciding when to intervene and when to hold back. Experience is essential in this regard.
- Relationship between mental and physical health: It is a widely recognised fact that approximately 25 percent of all skin conditions are linked to mental factors. Many physical pains have psychological origins, underscoring the importance of the mental aspect. Various cultures have acknowledged this even before scientific validation. There’s a consensus that a positive outlook influences health outcomes, allowing individuals with optimism to promote better physical states. Conversely, those with a pessimistic view often encounter negativity, although the exact mechanisms remain unclear. If one anticipates positive results, success is more likely, while expecting negative outcomes can lead to adverse effects, regardless of our actions.
- If not a doctor, what would you have been? Both architecture and mechanical engineering, especially industrial design, have always captured my imagination.
