Ritika Srinivasan

At Niravel Diagnostic Services, I lead 1,580 colleagues across 36 centres in six southern Indian cities. Our revenue for the year ended March 2026 was ₹286 Cr. We provide diagnostic services through qualified clinical teams; I am a commerce graduate and an operating leader, not a doctor. My responsibility is the organisation around their work: the appointment a patient can understand, the charge explained before a visit and the route by which an authorised person receives a completed report. These details can be treated as administration until a family has to resolve a failure between them.

I began in billing at Veyantara Health Services in 1998. Patients often brought us a problem whose cause belonged to another desk: an instruction they had not received, a quoted amount that did not describe the complete visit or a document nobody could locate. I could correct an entry, but I could not make the whole experience coherent from that position. Clinic administration and regional operations gave me a broader view of those handoffs. I learnt that a department can meet its own measure while leaving the next person with work it has not acknowledged.

At Niravel I have changed how we present charges, how we reserve appointment time for people who need more assistance and how we establish that a report has reached its intended recipient. Each change required us to give up a convenient internal measure. We could no longer compare booking slots without considering the visit, describe a price without its assumptions or count an uploaded report as a completed communication. I keep clinical judgement with authorised professionals. My contribution is to make the surrounding service less dependent on a patient's persistence or a receptionist's private knowledge of whom to call.

Current focus

I am studying how our service works for a family arranging a visit from another city. The booking should make the sequence and practical requirements clear before travel, without asking administrative staff to interpret a clinical request.

Conversations I welcome

I would consider a non-executive contribution to a healthcare-services board where patient access and operating accountability need attention. Employer consent, commercial conflicts and the proposed time commitment would need to be resolved before any appointment.