The Picture Of Health
Dr. Reem Osman started out as an ophthalmologist. Now she is Regional CEO of Saudi German Health. Here, the medical practitioner-turned-business leader explains how she has grown both her career and her company in a competitive market.
You are now Regional CEO of Saudi German Health (SGH). What career path did you follow to reach this position of leadership?
Passion, determination, and hard work is my mantra for success. I started my career as a practising ophthalmologist and then became the CEO of Saudi German Hospital Dubai in 2012. From there, I progressed to the position of Group CEO of Saudi German Hospitals U.A.E., managing three hospitals and one clinic. Today, in my current position as the regional CEO of the group, I am responsible for the U.A.E., Pakistan, Oman, Qatar, Kuwait, Syria, Lebanon Jordan, and Iraq.
What aspects of your personality have assisted you in your journey to becoming a healthcare leader and a role model for women in business?
I would say that being myself has been very important in my career. I am a strong, family-oriented and jovial person. I am also down to earth – I am someone who loves to live a normal life. These character traits have all shaped who I am and where I am today.
What impact have you made so far as regional CEO, and what is your vision for the future?
Under my leadership, I have led the organization and my team through the COVID-19 crisis and helped to restore a sense of normality after a year that was anything but normal. My team and I ensured the safety and security of all our employees, and from the organization’s standpoint, we ensured that expansion plans continued with minimal disruption. These plans include the creation of centers of excellence and Batterjee Medical College. Looking ahead, in my new role as the regional CEO, my vision is to spearhead the expansion of the group in the region, deliver excellence in quality of care to patients, and create value for all stakeholders.
What sets Saudi German Health apart from the competition in the MENA market?
Saudi German Health is a unique healthcare player in the region and aspires to be a global player with the capability to design, build, construct, and operate hospitals, all at the same time. The group mainly focuses on green field projects, which gives the flexibility, competitive advantage, and ability to expand horizontally and vertically as per the demand.
What drives you to further your success as a group?
While working in a competitive industry like healthcare in the U.A.E., I am always in search of new ideas, new ways to improve healthcare and patient experience, and new solutions to reduce industry costs, which is the global target for the healthcare industry worldwide. I am passionate about all pillars of healthcare, whether its patient care, value-based healthcare, precision medicine, care delivery transformation, or digitalizing healthcare. Embracing digital technology, in particular, is important to maintaining the strong reputation and leadership position of the group.
How much importance do you place on gender equality, both as an organization and in your capacity as a female leader?
I am a strong believer in, and advocate of, gender equality and women’s empowerment, especially in the workplace. In my view, merit – not gender – should be the tool to evaluate performance, and women and men should be offered equal opportunities to progress in their careers. With this in mind, Dubai provides fertile ground to pursue equality and empowerment. Whether you are a man or a woman, Dubai offers you the chance to flourish and prove yourself. The city is open to everyone, and that’s really important.
Now, because of the example set by Dubai, many other cities are following suit. Across the GCC, women are occupying executive positions and proving their worth in the business world. At Saudi German Health, we welcome women in leadership positions and their empowerment in the workplace.
As CEO, how do you balance the need to empower your teams to work independently with the need to be absolutely detail-oriented when it comes to the delivery of care?
I believe in macro-management and decentralization of authority. However, when it comes to patient care, I micromanage. We strive every day to raise the bar in terms of the care and support we provide to our patients, our community, and our staff of caregivers.
Transparency is also vital. When you visit any SGH hospital, you can see the names and mobile numbers of the group president and management team. The idea behind providing personal details is twofold: First is that I want to demonstrate that I am available 24/7 to respond to issues instantly. Second it makes staff members more responsible and accountable for their actions.
With this level of transparency and availability, it is no longer possible to be unfair to patients. Staff members must be more responsible, more attentive, and more hands-on. Working at SGH requires passion, dedication, and commitment. We treat every patient like a family member and the rewards are reaped when we realize just how much we help the larger community.
“My vision is to spearhead the expansion of the group in the region, deliver excellence in quality of care to patients, and create value for all stakeholders.”