This is how the Beyond Medical CEO rewrites the rules of doctor recruitment

What’s something people often misunderstand about how you operate?

People assume I’m always out wining and dining—at five-star hotels, entertaining doctors, building connections over dinners. And yes, relationships matter. But what they don’t see are the hours of negotiations, the back-to-back meetings, the mental load that comes with building something that actually lasts. I don’t rely on charm. I rely on preparation. Every conversation, every pitch, every plan—I’ve already run through it a dozen times before it even leaves my mouth. That’s the part no one sees, and maybe that’s fine. The outcome is public, but the discipline is private.

You didn’t start in healthcare — so how did you find your way?

I stumbled into healthcare through a casual conversation over drinks. Someone mentioned they worked in medical tourism and had created their own role. That opened a door in my head — I didn’t need to be a doctor to make an impact in healthcare. So I applied. I knew I lacked experience, but I also knew how to prepare. I treated interviews like chess. I came with extra CVs in case the panel was larger than expected. When asked about my notice period, I didn’t say “two months” — I pointed to a specific date on the calendar and said, “I’ll start then if you offer tomorrow.” That sense of clarity and readiness was what got me in.

What makes Beyond Medical different?

We don’t acquire doctors just to look big on paper. We’re selective. We look for specialists with deep patient trust and high clinical expertise. Every doctor owns a stake in their clinic, so they’re not just working for us — they’re building their own legacy, with us as infrastructure. Our backend handles billing, branding, clinic operations — everything. That lets our doctors focus entirely on care. When they succeed, we succeed. That’s how you keep them. Not with higher salaries or non-competes, but by making staying the smarter decision.

Recruitment in private healthcare is notoriously difficult. How did you manage to bring in 18 specialists in just four years, when the norm is one or two a year?

I knew I was up against doctor-CEOs with their own networks, so I had to work differently. I reached out to 100 if I needed 10. I didn’t try to convince them in the first meeting. I gave them space to think. By the third meeting, they were usually the ones asking how to come onboard. I built their clinics, set up branding, prepared the back office before they arrived. On Day One, their business was ready. That kind of preparation speaks volumes. Doctors are used to being courted. But they stay when they realise you’re the only one who thought everything through.

What do you think most medical groups get wrong about retention?

Most think doctors leave because of pay. That’s not the full picture. The real reason is equity. Once a specialist realises they’re bringing in $1 million a year but only seeing a fraction of it, they’ll want to go independent. You can’t fix that with a bonus. What we did was offer them real ownership. If they join us, they get a stake in their clinic. They co-build the brand. Beyond handles the rest. It’s a true partnership. Leaving becomes a bigger risk than staying. That shift — from salary to equity — has kept doctors with us for over a decade. That’s unheard of in this space.

With the healthcare landscape evolving, where do you see Beyond Medical heading next?

We’re diversifying. Dentistry and aesthetics are next because they don’t rely on insurance panels — something that can take years to navigate in specialist care. Aesthetic medicine is fully out-of-pocket. Dental works off corporate insurance. It’s cleaner, faster. At the same time, we’re making sure patients are guided better. Most don’t know the difference between, say, a general orthopaedic surgeon and one who specialises in knees. We want to fix that. Ultimately, innovation in healthcare isn’t just about AI or new tech. It’s about human systems working better. That’s what we’re building — a system where the right doctor, the right care, and the right infrastructure come together seamlessly.