The Joy of Kolkata

A laparoscopic surgeon, he started Genesis Hospital in 2004. Despite parting ways with his business partner, he is going strong and planning to start a bigger hospital

Dr Purnendu Roy (48) Managing Director, Genesis Hospital, Kolkata

Born in 1960 in Kolkata, Dr Purnendu Roy did MBBS and MS (Surgery) from JIPMER in Pondicherry. Then in 1987, he went to England do FRCS.

Why an entrepreneur?

"In every field, there exists a difference of opinion between the employer and employee. The employee wants his own way and the employer has fixed idea of returns and future plans which may not be guided by the desires of the employee. When employer himself is the employee that is when the doctor is the owner of the hospital— then he can put all his desires, dreams into effect," explains Dr Roy.

Before becoming an entrepreneur

He worked as Senior House Officer in William Harvey Hospital in Ashford in Kent and then joined Surgical Rotation Training in South Cleveland Hospital. After doing FRCS, he worked as surgical registrar in Scarborough General Hospital in Yorkshire.

After returning from England in 1992, he started his career at Kothari Hospital, Kolkata, where he worked for three years. In 1995, he joined Duncan Clinic which later became Apollo Gleneagles Hospital and Clinic. He still continues his practice there. In 2000, he practiced at Anandalok, a charitable hospital. "Here I saw patients free of charge and did a high volume of laparoscopy surgeries at an economical rate," says he.

The first move

In 2000, he conceptualised the idea of having his own hospital along with the Sudipto Goswami, son of legendary footballer Chuni Goswami. Sudipto Goswami was Dr Roy's colleague in Duncan. "We identified the land at EM bypass but did not have the funds to buy it or start the hospital. I produced majority of the fund and also gave some financial loan to him for his share. We purchased the land and mortgaged the land to get loan from HUDCO to build the hospital," says Dr Roy.

Though the hospital was built for 100 beds, in the first phase Dr Roy wanted to commission only 30 beds. The hospital was commissioned in 2004.

Over the years

Unfortunately, the partnership between Goswami and Dr Roy ended soon. "There were differences of opinion and it went to company law board. A price was fixed to 'buy or sell' and I decided to buy all the shares," says Dr Roy, who is per cent owner of the hospital now.

"The growth of the institute can be judged from the fact that it broke even in third year of operation. The number of surgeries has doubled in second year and continues to grow," he proudly declares.

Fears and apprehensions

He only had financial concerns. "Where will I get the funds from and whether I would be able to recover and repay the loans was the nagging fear," says he.

Overcoming roadblocks

The initial roadblock was related to finance. "Me and my anaesthetist Dr Nirmal Halder who were operating 150 cases a month for the first two years did not take our professional charges back home. We rather ploughed it back to the hospital. We also took personal loan from LIC and sold properties to fund the running of the hospital," says he. He also started production house called 'Orioin,' which produces programmes on health, investigative journalism and travel programme. This also funded the hospital.

Mistakes made and lessons learnt

He is bitter about the way he had to part ways with his business partner. "I shouldn't have taken a partner. Whatever I want to do I shall do it alone, never a partner and never ever any Government help," says he.

Any formal degree in management?

No. "It is not necessary to have formal degree but necessary to have the knowledge. I read extensively and did correspondent course in hospital management to learn about hospital, but didn't take the exams as I don't need the degree. I give lectures in management school on entrepreneurship and also received request to become a faculty member. I want to inspire young students to start dreaming to make their own work-place," he opines.

Tips for entrepreneurship

"Develop confidence, have clear perception, take calculated risks, build a team not just be a leader, improve inter-personal relationship, improve communication skills and be innovative, creative and imaginative. Have definite goal and each time you attain that, set the goal higher and more than everything else—have passion for what you do. I follow the saying of Martin Luther King (junior): If you do not have something to die for-it is not worth living," says he.

An entrepreneur that he admires in healthcare

Prof Dr N Anantakrishnan, who was my professor in surgery in JIPMER and my thesis guide. "He is not an entrepreneur, but today whatever I am, it is because of him," he feels.

The road ahead

Besides scaling up the hospital to have 100-beds, he plans to start a much bigger hospital. "I am thinking of forming a doctors' consortium where we will join hands and make a hospital which later can be turned into teaching institute or private medical college. Some of my friends in the US have shown interest and I hope some day we might tie-up with an US-University," he wishes.