Growth has to honour the service already promised

I am chief executive of Orthevani Rehabilitation Services in Hubballi, with responsibility for nine outpatient centres and 410 colleagues. Our centres work across four Karnataka cities. For the year ended March 2026, the business recorded ₹74 crore revenue and ₹6.8 crore operating profit. I lead seven executives and serve as an executive director on our seven-member board. My background is in commerce and service administration, so I am explicit about the boundary of that responsibility: clinical standards and individual care decisions belong to our medical director and qualified teams.

The business brings together a clinician-shareholder trust, a regional founding family and a patient-capital investor. Their different perspectives can be useful if the board receives a clear account of the choices in front of it. I want that account to connect investment, staff terms, the meaning of a patient payment and the obligations created when a centre changes. A revenue forecast alone will not explain whether we can responsibly make the next commitment, and a good intention alone will not fund the service needed to keep it.

I began in healthcare administration in 1991 and became CEO in January 2021 after centre and regional operating roles. The cases here concern postponing two proposed openings while existing centres needed attention, returning unused prepaid balances, changing a visit-linked staff incentive and managing the relocation of two centres. None is presented as evidence that a particular treatment worked. They are accounts of business decisions, including what we spent, what remained unresolved and which clinical judgements were deliberately kept outside a commercial instruction.

Current focus

I am strengthening the account the board receives when a commercial choice affects continuity of service. It should identify the people already relying on us, the clinical authority needed and the cost of making a change responsibly, including cases where the financially convenient action is not yet ready to proceed.

Conversations I welcome

I am considering one external non-executive appointment alongside my current executive directorship. I can provisionally allow twenty-two days a year, subject to our board's consent, relationship review and the actual preparation required by the prospective company.