00:00It's so fulfilling and it's such a nice, warm feeling, honestly, because we know that
00:07at the end of the day, every single touchpoint of ours is directly impacting someone's life
00:13positively.
00:17My day usually begins, I'm not a morning person, so I stay up very late, 7.30 is usually
00:27when my kids are going to school and they're like, I'm a mom of three.
00:32So it's really sweet because it begins with my two kids coming in, giving me a big hug
00:37and kiss and saying, bye mommy, we're going.
00:40So this wakes me up.
00:41So I usually get up with their hugs and kisses, which is nice.
00:46So at least by the time I wake up, the house is nice and quiet.
00:50But then all the, you know, the day starts busy because by that time I'm just kind of
00:55catching, I start the day with just kind of making sure I remind myself, okay, what
01:01all am I doing for the day?
01:02What are the meetings which are scheduled?
01:04Things have changed so much in the last two years, right?
01:06So for me, it's a real hybrid between online meetings because I manage a lot of the GCC
01:12business.
01:13So GCC business earlier when I was managing, it was more, how do I go out there every two
01:17months, every three months, and how do I kind of be on the ground?
01:21Whereas that's completely shifted.
01:23So now I'm able to be in touch with them on a daily, weekly basis.
01:26I do have a nice variation of connecting with the teams which are remote, as well as trying
01:34to be with the teams here.
01:35One of the nice things that's happened after COVID is now we go to them.
01:40We don't ask anyone to come to the corporate office anymore.
01:42We're like, we want to be again, closer to our people, closer to where the action is.
01:47It's a little bit more commute for me, but what is nicer is I'm closer to the teams in
01:54our own units.
01:56Internally, I probably have around four to five meetings in a day.
02:01And then I usually have three, four external meetings.
02:04So it's meeting with the key stakeholders.
02:07As a public company, we still have a lot of investors and those kinds of stakeholders
02:11that you engage with.
02:14And then some meaningful doctor interactions, senior doctors.
02:21So those are kind of the external facing meetings which happen and quite a few of them.
02:27I think one of the other interesting ones which has been coming more recently is with
02:31the shift we're trying to do with digital, there's a lot more conversation on what's
02:35happening in digital.
02:37And that involves meeting a whole lot of different set of stakeholders, which I probably would
02:42not have met earlier.
02:44I try to sort of block meetings typically from nine, nine-ish till around five o'clock.
02:53I try to then see how I can spend at least a couple of hours with the kids because the
02:58little one still goes to sleep at around 7.30 now.
03:01So that's my usual time to at least while he's there for dinner.
03:05So we try to do dinner together.
03:07It's becoming increasingly challenging to again, to get my teenage son there.
03:11He's like, mom, I'm not hungry.
03:12I'm like, yeah, you're always hungry.
03:15So that's a bit hard.
03:17And then I have my daughter.
03:18She's just eagerly waiting for dinner time because she likes that family time together.
03:23So I try to have sort of six to eight with the kids, five.
03:27If meetings finish by the time I get around to them, it's around six.
03:31So a couple of hours with the kids and that's when after that is when I go to the gym.
03:36So I have early dinners.
03:38We eat at 6.30.
03:39So my gym is usually 8.30 or 9.00, which is not recommended.
03:45But I've realized that I need to do something that works for me.
03:49I've tried to do getting up at 6.30, 7.00 and then I'm like dead before the day even
03:56starts.
03:57So for me, I'm like, this works.
03:58And I've done this for so long that I'm happy going at 8.30, I finish at 9.30, 10.
04:05And then I work a couple of hours after that.
04:08It helps me kind of reflect, think about what needs to be done, my prioritization.
04:15And by that time, again, the whole world is a bit quieter.
04:17So it's easier for me to kind of distill and focus because, you know, you're sitting with
04:23500 emails in the inbox and I'm not going to be able to respond to 500.
04:28But at least how do I choose the 20 that I need to attend to?
04:32I typically have a three week schedule, which is kind of locked in.
04:35The couple of other responsibilities that I'm engaged with, I mean, I'm the chairperson
04:40for the YPO Dubai chapter for this year, almost 100 CEOs in that group.
04:45And we plan a learning calendar for a full year there.
04:49For me as the chair, I meet once a month, at least for the board.
04:55I meet within my smaller group once a month as well.
04:59So that's two meetings right there.
05:02And then there are five to seven learning events that are happening every month.
05:08So it depends which ones relate to me and which ones I want to attend.
05:11I founded this group, the Dubai Healthcare Business Group, which has representations
05:16from all the healthcare providers within Dubai, which represents almost 80% of this market.
05:26And I'm the managing director for that.
05:29So that also kind of takes up a reasonable amount of time, hence the three week planning
05:34becomes necessary.
05:36Then I became part of the World Economic Forum.
05:39I'm one of the young global leaders.
05:40So again, that's a community which I'm reasonably active in, again, all healthcare
05:45agendas, but more on a global basis, whereas the Dubai Healthcare Business Group is much
05:50more on a regional basis.
05:51I still work over the weekends.
05:52I enjoy, I mean, for me, work really, it drives me.
05:57So I, for me, it doesn't feel like working.
06:02But I do relax over the weekend.
06:04I have, I grew up here in Dubai.
06:06I have so many friends.
06:08I am very active.
06:14And this is a constant tussle I have with, you know, with myself, because the whole idea
06:22of how do I make sure that my involvement is strategic, but also not just at a 30,000
06:29feet, but also having the pulse on the ground.
06:32And that's something which I've learned very closely watching the chairman and my father,
06:37because it's not important just to kind of have an idea and a vision of what we want
06:41to do, but it's really about knowing what's happening on the ground and what the pulse
06:46on the ground is.
06:47And especially in this world, it's changing so quickly, especially in healthcare, things
06:52are so dynamic.
06:54I think it's really important not just to kind of go on past trends, because that's
06:59what will happen when you end up being too far away from where the action is.
07:03At this point, where I've been in, where we're sitting at 35 years into the organization,
07:09we are very well established, we're quite big.
07:12So it's really very important to be able to strike that right balance, at least for me,
07:17what I try to do is make sure that I'm not micromanaging, but also I know what's happening
07:22so that I can be more aware about what are the best decisions to take, depending on what's
07:29going on in the world, and for the organization, as we see how healthcare is evolving and how
07:34people's behaviors are changing.
07:36It's so fulfilling, and it's such a nice, warm feeling, honestly, because we know that
07:43at the end of the day, every single touchpoint of ours is directly impacting someone's life
07:49positively, making them either cure, get better, or stay well.
07:56So we feel very, very passionate about this cause, and being able to be right there, positively
08:05being able to touch someone's life.
08:07I'm a chartered accountant, so I used to try and make myself think, this is really nice,
08:14I'm making sure the health of the economy is good, because I'm making sure that the
08:18health of the company is nice by all these balance sheets being audited well, and all
08:24the consulting work.
08:26But at the end of the day, for me, personally, it wasn't fulfilling enough.
08:31I needed something which was much more powerful, which much more resonated with me, and I guess
08:36part of it was I grew up in this family where it was all about what can we do in this community,
08:42how can we contribute, how can we serve.
08:45So for me, every morning, it's amazing waking up knowing that, hey, what can we do today,
08:54which means someone else will have a better day.
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