RUBY HALL CLINIC
Leading on the COVID-19 Frontline
When COVID-19 struck, Dr. Karmarkar was one of the first in the city to propose radical changes that would not only safeguard patient health but also help reduce the risk of viral transmission. While dealing with the crisis, she has kept a steady eye on the path forward for Ruby Hall Clinic for when the pandemic abates.
HERE’S HER TAKE ON THE JOURNEY, THE CRISIS AND BEYOND:
Q: COULD YOU PLEASE ELABORATE ON YOUR ENTREPRENEURIAL JOURNEY. HOW DOES YOUR VISION ALIGN WITH THAT OF THE HOSPITAL?
A: My dream of becoming a doctor kindled at a very young age. I grew up in a family of doctors who became my inspiration in the later years. Looking at my father and brother don the white coat every single day, I realised what an immeasurable difference they made in the lives of their patients. It is this sentiment of dedicating your life towards a cause as noble as medicine that instilled within me the motivation to push my boundaries and serve society.
As an anaesthetist, I realised that the clinical aspects of performing surgeries are straight forward, requiring skill, dedication and the precision of a stopwatch. But the leadership task is exceedingly complex. Fortunately, having mastered the art of patient care, I took the opportunity to understand the nuances of healthcare management and shattered glass ceilings to eventually lead the hospital. I strongly believe it is this vision to better patient health and the healthcare ecosystem as a whole that is in alignment with the futuristic path Ruby Hall Clinic is on.
Q: HOW DO YOU CONTINUE TO GROW AND DEVELOP AS A LEADER?
A: I strongly believe that healthcare organisations represent a system of processes, people, and other resources that must be led effectively to achieve the desired outcome of high-quality, safe patient care. It is for this very purpose that I have always pushed myself to do more, achieve more and learn more. And I am lucky that the hospital supports these very endeavours of mine.
However, self-development is just one side of the coin. Truly effective leaders inculcate a culture of learning while endorsing growth. I consider it my duty to instil a culture of innovation and change and a spirit of teamwork amongst my team and in the hospital at large.
Q: THE COVID-19 PANDEMIC HAS IMPACTED ONE AND ALL. AS A COO, HOW DO YOU COPE WITH A CRISIS OF THIS MAGNITUDE?
A: At the onset, a healthcare emergency of this kind may be overwhelming. But it isn’t just us in India dealing with the pandemic, the world is shouldering this colossal burden. What’s important as a leader is that you’ve got to adjust — agility, flexibility, a little innovation. But I suppose what’s most important for me is presence of mind, calm communication, seizing the moment and making sure we’ve got all the pieces being attended to and the right, empowered expertise.
In a healthcare set-up such as ours, there are thousands of moving pieces that need attention every day. We have a dedicated COVID task force and a steering committee led by our very capable team. From the get-go, in my time as COO, I tried to build a team that encompasses different areas of expertise and talent — be it operations, infectious-disease expertise, intensive care, diagnostics or even advanced technology. Amid a crisis of such a mammoth scale, it’s only through teamwork that we will succeed and pull through.
Q: WHAT WOULD BE EXAMPLES OF AREAS WHERE YOU FELT YOU REALLY NEEDED TO INNOVATE DURING THIS CRISIS?
A: We started by segregating the hospital into COVID and non-COVID zones in completely different buildings. Both facilities had independent ICUs and separate staff to ensure the continuum of care was maintained for all our patients — including those coming to us for emergency procedures and even those suffering from long-term malignancies.
By partnering with hotels in the vicinity, we were able to create COVID stations where those who tested positive could be monitored by our teams. I also had the responsibility of ensuring staff safety. It was a period of financial uncertainty and perhaps my biggest challenge was service restructuring to keep profits and expenses under control.
However, after having weathered that storm, I can say with utmost pride that both the Wanowrie and Sassoon Road hospitals were not shut for even a day. Both hospitals managed to care for all those who walked through their doors every single day
It was during this time period that I also took up the key challenge of the systematic delivery of the COVID-19 vaccination as well as clarifying the myths shrouding it. Now, we’re on the path to creating a COVID free country through focused vaccination drives.
Q: SHARE SOME WORDS OF WISDOM THAT YOU WOULD LIKE TO CONVEY TO THE ASPIRING ENTREPRENEURS AND THE READERS OF OUR MAGAZINE
A: There was once a time when doctors were viewed as under-prepared for leadership roles because their selection and training led them to become “heroic lone healers.” But this is now changing. The emphasis on patient-centred care and efficiency in the delivery of clinical outcomes means that physicians are prepared for leadership
Having chosen to defy the odds and rise to the occasion myself, I believe no dream is too far-fetched to achieve. This stretches to sectors beyond medicine as well. So don’t be afraid to dream — after all, the biggest adventure you can take is to live the life of your dreams.
Pune’s Ruby Hall Clinic is an 800-bedded tertiary care multi-speciality institute. Providing care backed by futuristic technology for over six decades, the hospital has grown to become one of India’s most recognised healthcare systems. With 9 NABH and NABL certifications and accreditations by the Quality Council of India in Healthcare, a state-of-the-art cancer centre and Pune’s only comprehensive breast care unit, the hospital stands tall on delivering its promise of patient-focused care.
