On the Fast Track

After working in a string of hospitals, he realised that setting up his dream hospital is the only answer to providing comprehensive care. So, in 2003, he set up Delhi Heart and Lung Institute along with Dr KK Sethi

Dr Ganesh K Mani (60) Chairman & Managing Director, Delhi Heart and Lung Institute, New Delhi

Born in Thiruvanathapuram in September 1948, he did his graduation and post graduation from Maulana Azad Medical College, Delhi. After post doctoral training in Cardio-thoracic Surgery under the guidance of Dr Stanley John in Christian Medical College, Vellore, he was awarded MCh (Cardio-thoracic Surgery) in 1979.

Why an entrepreneur?

While he was working at two private hospitals in Delhi (Batra Hospital and Indraprastha Apollo Hospitals), he realised that he could provide better comprehensive care to patients. "It pained to see a patient left with a heavy heart due to some inadequacy in the healthcare chain. So, I became aware that I am merely a skilled worker and not a service provider as I had pictured myself. I knew that if I had to control the extra healthcare chain and achieve the best available care to the patient, I must have a set up of my own," he explains.

Before being an entrepreneur

After his post graduation, he began his career as a cardiac surgeon in CMC, Vellore in 1979. Thereafter, he worked at Railway Hospital, Perambur, Tamil Nadu Royal Prince Alfred Hospital and St Vincents Hospital, Sydney, and Royal Children's Hospital, Melbourne. He was selected by the UPSC as the Specialist Surgeon (CTVS) and returned to Railway Hospital at Perambur as a Chief, a status that he enjoyed till 1989. During this time he was instrumental in getting the hospital the status of ‘training centre of excellence’ for Cardiac Surgery of the National Academy of Medical Sciences which has subsequently trained over a dozen cardiac surgeons. During his tenure as Chief Cardiac Surgeon he pioneered innovative operative techniques encompassing paediatric, valvular, coronary and aortic aneurysm operations.

He was impressed by the level of care at Southern Railway hospital at Perambur compared to other government hospitals. "I knew that I had to make a private hospital similar to the Railway Hospital at Perambur so that non-railway patients would also receive the same level of care." In May 1989, he relocated his practice to Batra Hospital and Medical Research Centre; New Delhi where he established the department and developed it as one of the major cardiac units in Northern India. Thereafter, he founded the cardiac surgical department at Indraprastha Apollo Hospitals in early 1996. During his tenure at the Apollo Hospitals he pioneered beating heart coronary artery bypass surgery and has performed a large number of paediatric heart surgeries including a coronary artery bypass surgery on a 12-year-old (possibly a first in the world for atherolosclerotic coronary artery disease).

The first move

While he was dissatisfied with failure of providing comprehensive care, he met his close friend of many years and college mate Dr KK Sethi also with a similar experience. Thus Dr Mani, his wife Dr Manju Mani (a cardiac anaesthesiologist) and Dr Sethi joined hands to pool in their resources and formed equity which was subsequently augmented by their close friends. "Thus, we formed a board of six Executive Directors ( three medical, two accountants and one hotelier) and four Directors from other walks of life including (engineering, corporate law, business and a legislator)," says Dr Mani, who has conducted over 15,000 cardiac surgeries in the last 24 years, covering the entire spectrum from simple to complex adult and paediatric cardiac-thoracic surgeries.

Once he had substantial equity, the team organised a (1:1 debt equity ratio) matching debt from Punjab and Sind Bank. "In addition to the loan from the hospital, the Bank also provided us overdraft facilities. Once, we had the loan, we bargained for rock bottom price with every supplier," says he. Thus in 2003, the 100-bed Delhi Heart and Lung Institute was commissioned.

Fears and apprehensions

Dr Mani was fearful that the high-powered marketing teams of other corporate hospitals coming into Delhi in 2003 would draw his patients away. "Supported by our colleague directors, Dr Sethi and I just went on working in earnest and slowly the numbers grew. The satisfied patient sent back his neighbour! Meanwhile, we set about empanelling many organisations in the public and private sector and this too helped us sustain the growth. In addition, as Delhi Heart and Lung Institute is located in the heart of the city, it had a substantial load of 'acute' coronary patients which contributed to the numbers and the reputation. Simultaneously, being the only pulmonology unit in the central district of Delhi, the number of lung patients also gradually grew," says he.

Overcoming roadblocks

"The debt trap created by doing empanelled patients on credit and not realising their payments for long periods can reduce liquidity. We got into a severe debt situation two years ago as some payments were held up with the Government, especially ECHs and CGHS," says he.

Mistakes made and lessons learnt

He regrets not focusing on having a multi- specialty approach from the beginning.

Over the years

The growth of the institute has been steady but not meteoric. "We have had breakeven at three years and have declared dividends in the next two years. We have almost completely returned our term loan and are now looking for secondary stage financing," says he. The institute is conducting research in cardiology and is already a part of multi-centric international studies to introduce new techniques in interventional cardiology and arrhythmia management.

Any formal degree in management?

No. "I believe my administrative training at Railway Staff College, Baroda and my experience of running the show at Perambur have contributed to my managerial skills," says he.

Awards

He has been bestowed with National Citizens Award, National Excellence Award, Maulana Azad Alumini Award, National Cardiology Award, Cardiology Excellence Award, Life Time achievement Award 2008 by (WCCPGC -2008) and Special Scroll of Recognition.

Tips for entrepreneurship

"Whatever be the pressure, do not compromise on patient care. The satisfied patient is our greatest spokesperson and marketing tool. Select your board members by merit and avoid getting close relatives (who are not qualified) to controlling positions in the organisation. Don't mix proximity and power! Lead by example, don't expect your juniors to do what you will not do yourself. Take higher debt rather than diluting equity. In all decisions, keep institution above individuals whoever it is, including yourself! Have periodic group activities like functions and picnics to infuse a sense of belonging in the team," he elaborates.

An entrepreneur that he admires in healthcare

He admires Dr KM Cherian (Frontier Lifeline), Dr Devi Prasad Shetty (Narayana Hridalaya) and Dr Ramakant Panda (Asian Heart Institute).