Read the Conversation
EF: What are your priorities? And now that you're working on the region, Middle East and Africa?
VK: In this region, I have spent one year, having previously led operations for the India Zone, which included neighboring countries like Sri Lanka, Bangladesh, Nepal, the Maldives, and Bhutan. I also worked in Singapore, setting strategy for the Asia Pacific region. Now, I am responsible for a broader territory covering 69 countries across the Middle East and Africa. Specifically, we oversee 55 countries in Africa, as some people classify Egypt and Libya as part of the Middle East, but I view them as part of the African continent.
We operate directly in seven key countries, including Saudi Arabia, the United Arab Emirates (where I am currently based), Pakistan, Egypt, Algeria, Morocco, and South Africa. These countries serve as our regional hubs with full local establishments handling sales, service, marketing, and project management. For the rest of the countries, we rely on over 50 partners to manage our business in the MEA region.
Our business is split between the Middle East and Africa, with roughly two-thirds of our revenue coming from the Middle East and one-third from Africa. Interestingly, the population distribution is the opposite, with two-thirds of the population in Africa and only one-third in the Middle East. This shows that while the Middle East is a mature market, Africa is an emerging one with significant growth potential.
Since taking over this region, I’ve been particularly focused on Africa. It’s a diverse continent, and many people make the mistake of viewing it as a single, homogeneous entity. In reality, Africa consists of numerous countries with unique political, economic, and social landscapes. The languages, economies, and even conflicts vary significantly across the continent. Recognizing this complexity, we have developed a focused go-to-market strategy for Africa over the last six months. We aim to deeply understand the nuances of each country and navigate this complex geography with a high level of awareness. This approach is essential to successfully conduct business in such a diverse and challenging region.
Africa is an emerging market with significant potential—different countries are at varying stages of maturity. The opportunities we identified focus heavily on building infrastructure and awareness. Specifically, education plays a critical role, both for patients and the skilled professionals handling them. There is immense potential to collaborate with various stakeholders to improve awareness and infrastructure. However, the most essential, though basic, element is service. High-quality service is often the key differentiator between positive and negative patient outcomes.
In contrast, the Middle East presents a different landscape. The region boasts mature markets, particularly in countries like Saudi Arabia, Oman, Qatar, and the UAE, which have established high-end hospital chains that attract top talent globally. In our classification system, we categorize solutions and equipment into various tiers, with the Middle East falling into the M1 category. This indicates an environment characterized by excellent patient awareness and extensive insurance coverage across both governmental and private sectors. Conversely, Africa stands in stark contrast to this model.
To address these disparities, our goal is to establish a strong local presence in Africa. It is essential to engage directly with the region rather than approach it from a distance. We believe that being physically present and having a "feet on the street" approach is crucial to making a meaningful impact in the African market.
EF: How do you approach the balance of thinking globally while acting locally in your work, particularly in understanding the unique dynamics of different regions in Africa and collaborating with local partners?
VK: At Siemens Healthineers, our mission is to pioneer breakthroughs in healthcare, emphasizing that our innovations are intended for everyone, everywhere, and in a sustainable manner. This commitment to inclusivity and sustainability is particularly relevant in today’s world, where the impact of climate change is increasingly evident. Our goal is to ensure that each solution and product we develop creates a positive impact for individuals regardless of their geographical location, while also adhering to sustainable practices.
This philosophy underpins our approach to product development and solution design. For instance, we have focused on creating helium-free MRI systems. The installation of these advanced MRI systems can occur in more remote locations, allowing patients who previously had to travel long distances—sometimes up to 100 kilometers—to access vital imaging services more easily and conveniently. This technological change represents a substantial improvement in healthcare accessibility, potentially transforming patient care in underserved regions.
By innovating in this area, we aim to provide more accessible and sustainable solutions in medical imaging, aligning with our broader purpose of positively impacting healthcare worldwide while being mindful of environmental considerations.
We at Siemens Healthineers are more than just a product manufacturer. As we analyze the global demand of the industry to future-proof healthcare systems for the increasing burden of e.g., non-communicable diseases and increasing population, we create new innovative solutions to equip healthcare providers with the necessary tools to manage their consistently increasing workload. Offering these solutions to local markets based on market needs, and cooperating with local governments, healthcare organizations and initiatives, we support them in creating an efficiently working and sustainable healthcare infrastructure for everyone.
EF: Could you elaborate on how do you see Access in Africa, and the opportunities to increase it across the region?
VK: Access to healthcare in Africa is a critical issue, particularly concerning affordability. While many individuals may gain access to medical services, the financial burden often remains a significant barrier. This is a fundamental focus area for our initiatives, aiming to enhance both access and affordability in healthcare.
Our mission emphasizes sustainability and inclusivity, ensuring that our efforts impact everyone, everywhere. This commitment is not merely a theoretical aspiration; it is a focused and strategic approach to address real-world challenges.
Statistics reveal that approximately half of the global population, over 3 billion people, lack appropriate access to healthcare. This reality is particularly evident in rural areas, where individuals may have to travel long distances—sometimes 20 kilometers on foot—to see a doctor. Although conditions have improved in many regions, significant gaps remain, especially in parts of Africa where small villages may have no healthcare providers and little transportation access.
To improve healthcare access, we identify three critical pillars:
Awareness: Citizens need to understand when and how to access healthcare services. Increasing awareness is vital for ensuring that individuals can seek medical assistance when needed.
Affordability: Knowledge of healthcare options is insufficient if individuals cannot afford to use them. Many people find themselves at hospitals without insurance or the means to cover costs, leaving them to pay out of pocket. This financial strain can lead families into crisis, with some becoming homeless in efforts to treat serious health conditions like cancer.
Physical Access: Even if individuals are aware of healthcare services and can afford them, physical access remains a challenge. For example, someone with a broken leg may struggle to travel 20 kilometers to a healthcare facility, rendering their awareness and financial readiness irrelevant.
Addressing these three pillars is essential to creating effective healthcare infrastructure. Innovative solutions and strategies are necessary to overcome these barriers and improve access to care for millions of people in need.
In one rural county in Kenya, residents struggled to obtain essential diagnostic tests, such as blood or urine tests. Many individuals faced the challenge of traveling up to 50 kilometers to reach a laboratory for blood extraction, followed by a wait for results that could take an entire day. This situation was particularly difficult for daily wage earners, as missing work for medical tests could result in lost income. Consequently, many individuals opted to forgo necessary tests.
To address this issue, we established small blood extraction centers within these counties and partnered with a drone manufacturing company to facilitate the transportation of samples. These centers are strategically located, enabling residents to have their blood drawn locally. The samples are then placed in specially designed refrigerated packs and sent via drone to a central laboratory. This model exemplifies how technology can create efficient, accessible healthcare solutions in underserved areas, ultimately enhancing community health and well-being.
In addition, we are exploring the possibilities of telemedicine. There is no need for high-end specialists to be present at every location; instead, they can conduct consultations from a centralized hub, enhancing access to expert care.
Another significant development is our remote scanning technology. Given the shortage of skilled professionals in rural areas, operating complex diagnostic equipment can be challenging. Typically, these machines require a qualified technician for each shift, which is often impractical in remote locations. Our innovative solution allows a technician in a central command center, located in a larger city, to operate multiple systems in rural areas simultaneously. This connection is facilitated through our proprietary software. This came from a solution we implemented in Brazil which owned 70 diagnostic imaging systems in rural regions but struggled to find technicians to operate them. Our approach is transforming diagnostic access in underserved areas, making healthcare more efficient and effective.
To us, a key aspect to improving access to healthcare in Africa is our local and regional collaborations, aiming to build up capacities and enhance local infrastructure to ensure readiness for future challenges in healthcare. One of them is our Siemens Healthineers Academy, which aims to train and upskill current and future healthcare professionals to minimize the staff shortage many healthcare systems are facing. As we strive to proactively drive innovation on a local level, we created Siemens Healthineers Innovation Think Tank, a local think tank project, designed to equip local contributors with the necessary skills to find their own tailored solutions for local challenges.
EF: Reflecting on your 30 years in the healthcare sector, what accomplishments are you most proud of in building value-based healthcare solutions, and how have you navigated the unique challenges of different markets to positively impact patient care?
VK: I strongly resonate with our company's purpose statement, which has been developed collaboratively by many passionate individuals rather than imposed from above. This shared vision reflects the energy and commitment of our global team.
Having begun my career as a service engineer, I have firsthand experience working in areas with limited transportation access to repair X-ray machines. I vividly remember the urgency and desperation of patients waiting for my assistance, often in long lines filled with individuals in need of care, including children. When machines broke down, it meant that many with fractures couldn’t receive timely treatment, making it extremely difficult for them to travel with their injuries.
My focus is always on the patient’s perspective. By placing the patient at the center of our efforts, we can strive to create a positive impact, no matter how small. If our products, solutions, or personal capabilities can contribute to improving the experience for a single individual, then we have accomplished our mission. This commitment to making a difference is deeply personal to me.
