Vice
President, Head of Middle East, Bayer Consumer Health
Fostering Growth and Innovation in Regional Healthcare
“A healthier population contributes to increased productivity in the workforce, which ultimately drives economic development in the region.”
Nalie May
Natalie May
TheMiddleEast’shealthcareenvironmentisadynamicfusionof
innovationandstrength,withtheUAEandSaudiArabiataking theleadwithstate-of-the-arthospitals,AI-poweredsolutions, andmedicaltourism.Nonetheless,accessinequalitiesandinfrastructure deficitsinwar-tornareasareissuesthatrequirevisionaryleadershipto overcomegaps.Thespecialedition, Most Admirable Healthcare Leaders in the Middle East, 2025,honorsthepioneersforgingthis epochalchange.
OurcoverfeaturehighlightsMohamedGalal,whooverthreedecadesof workandinnovationhasreshapedthestandardofhealthcareexcellence. Dr.AbdulrahmanAmanisaparagonofvision,speed,andcultural agility,combiningclinicalacumenwithstrategicprowess.Underthe leadershipofDr.GhanimaAlomer,WaraHospitalhasbecomeasymbol oftrustandexcellence.SherifElhaw’s22yearsofinfluenceinemerging marketspresentatestamenttohiscapacitytoinstituterealchange.
Theseexecutivesstraddleaworldinwhichdigitalhealthis exploding—SaudiArabia’sSehaVirtualHospitalandtheUAE’sAI innovationarejusttwoexamples—whilemanaginggrowingcostsand staffingcrises.Theirtalesprovideatemplateforfutureprofessionals, fusinginspirationwithfactstosucceedinthistransformingindustry FromGCC’ssignificantinvestmentstohumanitariancrisesinGazaand Yemen,thesevisionariesarecreatingafutureofinclusive,innovative care.
Thiseditionisgreaterthanatribute;it’saroadmapforthenext generation.Throughprivateinterviewsandwhat’shotnow,werevealthe strategyandpassionchanginghealthcare.Joinusaswehonorthese amazingindividualswhoarenotonlyleadingbutchanginglives throughouttheMiddleEast.
Have an enlightening read!
Mohamed Galal Fostering Growth and Innovation in Regional Healthcare
C o v e r S t o r y P r o l e s
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Sustainable Healthcare Green Initiatives in Middle Eastern Medical Facilities
Telemedicine Boom How Virtual Care is Reshaping Middle Eastern Healthcare Systems
Dr. Abdulrahman Aman Aligning World-Class Care with Homegrown Innovation
Dr. Ghanima Alomer Championing Innovation and Patient-Centered Care in Kuwait
Sherif Elhaw The Architect of Career Growth and Market Breakthroughs in Healthcare
18 A r t i c l e s
Organiza on
Brief Featuring Person
Behzad Adib General Manager- Medtronic
Fanavari Azmayeshgahi Co.Ltd fanavari.com
Dr. Abdulrahman Aman Medical Director Interna onal SOS interna onalsos.com
Dr. Ghanima Alomer CEO Mohamed Galal Vice President, Head of Middle East
Sherif Elhaw Founder
Wara Hospital warahospital.com
Bayer Consumer Health bayer.com
INTENSO intenso-elevate.com
Behzad is an innova ve leader driving medical technology advancements, spearheading strategic ini a ves, and fostering partnerships to enhance healthcare solu ons and improve pa ent outcomes globally
Dr. Abdulrahman leads healthcare innova on in Saudi Arabia, blending global standards with local nuance. His vision and agility reshape medical systems for resilience and impact.
Dr. Ghanima led Wara Hospital through a pandemic with visionary leadership, blending compassion and strategy to drive innova on and pa ent-centered care in Kuwait.
A visionary leader with over 30 years in healthcare, Mohamed drives transforma ve strategies, enhancing access and outcomes across the Middle East with purpose.
Sherif, a 22-year healthcare veteran, drives transforma on in the Middle East. Through INTENSO, he empowers future leaders with vision, grit, and adaptability.
Vice President, Head of Middle East
Bayer Consumer Health
It’saquestionthatneverstopsracingthroughatrueleader’s head – particularly in a sector as dynamic and significant as that of healthcare. To the leaders managing organizations in thisarea,anticipatingisnotanoption;it’stheheartofit.The next discovery, the next joint venture, the next manner of makingatangiblepositivedifferencetomorepeople–thatis the area of interest. And for Mohamed Galal, Vice President, Head of Middle East, , Bayer Consumer Health that forward-thinking mindset has shaped a career spanning morethanthreedecades.
Having a foundation in pharmaceuticals and a strong commitment to people, Mohamed’s journey is built on growth,purpose,andresults.FromhisCairoUniversitydays to being a regional manager at one of the largest and most reputable healthcare companies in the world, he has been makingchangesthatreflectpositiveimpactsandavisionthat transcendscorporaterealms.
AtBayer,he’shelpingdrivehealthcaretransformationacross the Middle East - not just through products, but through strategy, access, and a deep understanding of community needs. Guided by the mission “Health for All, Hunger for None,”Mohamed’sworkisfocusedonbringingbetterhealth outcomes to millions, while building a system that’s more responsive,moreinclusive,andreadyforwhat’snext.
Let’s read on to explore Mohamed’s journey, vision, and the boldstepstransforminghealthcareacrosstheMiddleEast!
Mohamed’s journey in healthcare began with a foundation rooted in academic excellence, having studied at Cairo University,whichsetthestageforhissuccessfulcareerinthe pharmaceuticalindustry Overthelast30years,hehasbuilta reputationforhisdeepunderstandingofthehealthcaresector, emphasizing the need for business development, market strategy, and operational precision. He explains, “I have embracedthisindustrywithprofoundresponsibility.The30year dedicated journey across various roles has shaped my understandingandpassionforthisvitalsector.”
Over the years, he has ascended through various roles in different organizations, gaining a diverse perspective on the healthcare industry’s intricacies. His career at Bayer began with an intense focus on transforming the company’s approach in the Middle East, where he now oversees the consumerhealthdivision.Inthiscapacity,heleadseffortsto innovate and expand the company’s reach, making a lasting impact on the region. Reflecting on the growth his team has achievedatBayer,Mohamedsays:“Everyday,Iamhumbled by the opportunity to lead strategic initiatives that drive growthandinnovation.”
His work is not simply about business success; it is about contributing to a positive change in people’s lives. “I firmly believe that by adopting a strategic, customer-centric approach,wecandevelophigh-qualitysolutionsthatnotonly meettheevolvingneedsofourcommunitiesbutalsoenhance their overall well-being,” he adds. Mohamed views his leadership role as one that goes beyond achieving business targets. He is determined to be a force of positive change, making healthcare more accessible and impactful in the region.
AsVicePresidentandHeadoftheMiddleEast,Mohamedhas a clear vision for Bayer’s role in transforming healthcare in the region. This vision aligns closely with the company’s globalmissionof“HealthforAll,HungerforNone,”whichis embedded in his leadership philosophy, guiding the company’severystepintheregion.Hedefinesthismissionas one that strives to create a healthcare ecosystem that prioritizes accessibility and equity, ensuring that all individuals benefit from the advances in healthcare, regardlessofwheretheylive.
For Mohamed, accessibility is not just about providing products, it’s about strengthening the entire healthcare
“I have embraced this industry with profound responsibility. The 30-year dedicated journey across various roles has shaped my understanding and passion for this vital sector.”
system. He emphasizes the importance of working with policymakers and regulatory bodies to foster a supportive healthcare landscape that drives innovation and meets community needs “We recognize the importance of a conducive policy and regulatory framework to promote innovationandgrowth,”hesays.
Moreover, Bayer’s efforts in the region contribute to economic growth by improving public health, which in turn boosts productivity “A healthier population contributes to increased productivity in the workforce, which ultimately drives economic development in the region,” he says, highlighting the connection between healthcare and overall regional prosperity. The company’s efforts go beyond improving health outcomes -they are an investment in the region’slong-termvitality.
Bayer has long been at the forefront of pharmaceutical innovation, and in the Middle East, this commitment has translated into impactful initiatives addressing some of the region’s most pressing health challenges. Among these are issues such as cardiovascular diseases, diabetes, oncology, and ophthalmology For Mohamed, these challenges are personal, and he is particularly proud of the role Bayer has played in addressing them. One initiative that stands out for him is its support for the “Protect Your Heart” campaign launched by the government, aimed at raising awareness aboutcardiovascularhealth.
“Thiscampaignispivotalineducatingconsumersaboutheart health and the importance of early detection,” he says. Cardiovascular diseases and diabetes are among the most significanthealthconcernsintheregion,andearlydetection can be a game-changer Through such initiatives, it seeks to
empower individuals to take control of their health by providing them with knowledge and tools to manage their well-being effectively This is just one example of how the company, under Mohamed’s leadership, has been transformingthehealthcarelandscapeintheregion.
ThehealthcarelandscapeintheMiddleEast,whileevolving, still faces numerous challenges. One of the key obstacles in the region is the disparity in healthcare services when compared to developed markets He notes, “While the healthcare industry in ME is making strides to ensure the availability of healthcare services, it still falls short of achieving per capita alignment in comparison to developed markets.” Despite the progress made, gaps in service availabilityandaccessibilityremainasignificantconcern.
One of the primary hurdles in addressing these issues is the lack of awareness. Many individuals in the region remain unaware of the importance of preventive care and early screenings, which often leads to late-stage diagnoses of chronic diseases Bayer is addressing this challenge by increasing awareness and making health services more accessible.“Weareactivelyimplementinginitiativesfocused on increasing awareness and facilitating access to essential healthservices,”Mohamedexplains.Throughcollaborations with governments and healthcare institutions, Bayer is workingtoclosethesegapsandensurethatpeoplereceivethe caretheyneedwhentheyneedit.
Additionally, focusing on local production is a part of its strategytoenhanceaccessibilityintheregion.Heemphasizes the importance of localization in making healthcare more efficientandresponsivetotheneedsoflocalpopulations.“By investing in local manufacturing, we are ensuring that highquality healthcare solutions are readily available to the populationsweserve,”hesays.Thisinitiativenotonlymakes products more accessible but also supports the region’s economicdevelopment.
Today,technologyisplayinganincreasinglysignificantrole inshapingthefutureofhealthcare.Digitalhealthandartificial intelligence are at the forefront of this transformation, and Bayerisembracingtheseinnovationstoenhancebothpatient careandoperationalefficiency.Theorganizationhasinvested indigitalhealthplatformsthatprovidepatientswithvaluable tools to manage their health, including apps for symptom trackingandmedicationadherence.
Mohamed highlights the importance of leveraging AI to improve healthcare outcomes. “We partner with technology companies and startups to help us integrate AI-driven diagnostics and other cutting-edge technologies into our offerings,” he says. An example of this is the collaboration betweenBayerandHumaTherapeuticstodevelopthe‘Bayer Aspirin Heart Risk Assessment’ tool. This digital tool evaluatestheriskofcardiovasculardiseaseswithouttheneed for invasive tests, making it an invaluable resource for patientsintheregion.
Bayer’suseofAIextendsbeyondpatientcaretoimproveits operations. By analyzing vast amounts of healthcare data, it can better identify healthcare professionals who would benefit most from its products. This data-driven approach ensures that the company can target the right individuals, ultimatelyimprovepatientcare,andensurethatthesolutions reachthosewhoneedthemmost.
Sustainability is another key priority, and the company is committed to promoting sustainable healthcare practices acrosstheMiddleEast.Thiscommitmentextendsbeyondthe environmental impact of its operations and includes social and economic dimensions as well. As Mohamed explains, “Sustainability is a cornerstone of Bayer’s mission, and we are deeply committed to promoting sustainable healthcare practicesacrosstheregion.”
Bayer has set ambitious sustainability targets, including a commitment to support 100 million smallholder farmers, empower 100 million people with self-care solutions, and providemoderncontraceptionto100millionwomenby2030. In the Middle East, these goals have translated into targeted campaigns to improve cardiovascular health and provide screenings for thousands of individuals. “We have successfully screened 3,000 individuals across 25 clinics in Iraq,”Mohamedshares,highlightingthecompany’soutreach efforts.
“I firmly believe that by adopting a strategic, customer-centric approach, we can develop high-quality solutions that not only meet the evolving needs of our communities but also enhance their overall well-being.”
The company is also committed to reducing its ecological footprint, focusing on using degradable materials in packaging and promotional efforts. “By integrating these sustainablepracticesintoouroperations,weaimnotonlyto supportenvironmentalhealthbutalsotocontributepositively tothewell-beingofcommunities,”hesays.
Aleader’simpactisonlyasstrongastheteamstheybuildand theculturetheycultivatewithintheirorganization.Mohamed iscommittedtobuildinghigh-performingteamsandcreating anenvironmentthatencouragesinnovation.AtBayer,thisis achieved through a unique approach known as Dynamic Shared Ownership (DSO), which focuses on collaboration, customer-centricity,andfasterworkcycles.
“We empower our teams to work more effectively and creatively,”heexplains.Byaligningteamsaroundcustomer needs, the company will be able to improve responsiveness and ensure that innovation is at the heart of everything they do. Mohamed’s leadership strategy also includes creating shorter timelines for project development, known as 90-day cycles,whichallowforrapidfeedbackandcoursecorrection. This agile approach not only enhances efficiency but also drivescontinuousimprovement.
By cultivating a culture that encourages creativity and collaboration, Mohamed has positioned Bayer as a leader in delivering innovative healthcare solutions. “Our goal is to
harnessthescaleofamultinationalwhileembracingthespeed andagilityofastart-up,”hesays.
Looking ahead, Bayer’s strategy for growth in the Middle Eastrevolvesaroundlocalization,strategicpartnerships,and enhancingaccessibilityforconsumers.Mohamedisfocused onensuringthatitssolutionsaretailoredtothespecificneeds oftheregion.Thismeansnotonlyproducingmoreproducts locally but also hiring local talent to drive innovation and provideinsightsintotheuniquechallengesandopportunities ofthemarket.
“We are committed to hiring and retaining local talent to fosteraworkforcethatunderstandstheculturalandeconomic nuances of these markets,” he shares. By investing in local talent, the organization is not only strengthening its operations but also empowering the workforce to take ownershipofthecompany’ssuccess.
Innovation will continue to be a cornerstone of Bayer’s strategy “Whether it’s through new therapies, digital health solutions,orcommunityhealthinitiatives,weaimtoprovide high- quality, effective options that improve the lives of individuals in the Middle East,” he shares, emphasizing the ongoing commitment to improving health outcomes in the region.
As a leader with decades of experience, Mohamed has valuable insights to share with those aspiring to make a difference in the healthcare sector. “My foremost piece of adviceistobelieveinthegrowthstoryoftheindustryandthe region,”hesays.
He encourages future leaders to immerse themselves in the nuances of the healthcare industry, understand the unique needsofdifferentmarkets,andbuildstrongrelationshipswith stakeholders. “This deep understanding will enhance your ability to lead effectively and create solutions that resonate withthepeople,”headvises.
Healsoemphasizestheimportanceofintegrity,collaboration, and continuous learning as foundational traits for effective leadership.“Encourageamindsetofagilityandadaptability,” he suggests. By embracing these qualities, aspiring leaders can make a lasting impact on the healthcare sector and improvethelivesofmillionsofindividuals.
There’s no manual for delivering care in the ever-
shifting landscape of the Middle East—especially not in the high-growth, high-stakes environments emerging across Saudi Arabia The region’s healthcare evolution is unfolding alongside expansive megaprojects, complex regulatory ecosystems, and a growing demand for internationalstandardsthatstillhonorlocalnuance.Insucha dynamic setting, it takes more than clinical excellence to lead—ittakesvision,agility,andculturalfluency.
Dr. Abdulrahman Aman, Medical Director at InternationalSOSAl-Rushaid,embodiesallthree.
Tasked with overseeing medical operations across some of theKingdom’smostremoteandstrategicallycriticalsites,Dr Aman doesn’t rely on off-the-shelf solutions. Instead, he builds frameworks where few have existed before navigating a delicate tension between globally recognizedbestpracticesandthedeeplyrootedexpectations ofSaudiArabia’shealthcareecosystem.
His work isn’t just about implementing systems; it’s about redesigning them for relevance, resilience, and reach Whetheradaptingemergencyresponsemodelstotheunique geographies of desert worksites, or translating international accreditationbenchmarksintolocallyoperablestandards,Dr. Aman’s leadership quietly reshapes how care is delivered—andmoreimportantly,howit’ssustained.
Under his direction, International SOS Al-Rushaid has emerged as more than a service provider It’s become a strategic healthcare partner, trusted to deliver not only medicalexcellence,butstrategicinsightattheintersectionof globalambitionandlocaltransformation.
AstheMiddleEastredefinestheboundariesofprogress,Dr Aman is helping trace a new path for healthcare—clinic by clinic,policybypolicy,patientbypatient.
Let’sdelveintotheinterviewdetailsbelow!
Canyoutellusaboutyourjourneyinmedicineandwhat led you to your current role at International SOS AlRushaid?
Myjourneyinmedicinehasbeenshapedbyacombinationof clinicalimmersion,operationalleadership,andapassionfor healthcaretransformation.Iearnedmymedicaldegreefrom ImamMohammedBinSaudIslamicUniversityinRiyadhand completedarigorousfour-yearinternalmedicineresidencyat PrinceSultanMilitaryMedicalCity.
Whilestillinresidency,Itookonanadministrativeleadership role at Almawed Medical Center, managing operations, recruitment, and strategic expansion planning. That early exposure to healthcare management, alongside clinical training, lined the way for my later transition into executive roles.
In2021,IjoinedInternationalSOS–AlRushaidJVasChief MedicalOfficerfortheNEOMAdvancedHealthCenter That role challenged me to integrate international best practices with Saudi regulations while building high-performing clinical teams in remote, high-expectation environments. Today, I’m honored to serve as Medical Director for International SOSAl-Rushaid, providing governance across KSA-based projects, supporting Saudi medical teams, and leadingthedevelopmentofourclinicalservicesplatform.
Howhasyourleadershipevolvedinresponsetotheunique demands of healthcare delivery in high-risk or remote environments?
High-risk and remote environments demand adaptability, trust,anddecisiveleadership.InmytimemanagingNEOM’s clinicaloperations,Iquicklylearnedtheimportanceofclear clinical governance, culturally sensitive care, and proactive risk mitigation. My leadership style has evolved to become morecollaborativeanddata-driven,focusingonempowering frontline staff, ensuring regulatory readiness, and building resilientsystems.
Dr AbdulrahmanAman
MedicalDirector
InternationalSOS
“True sustainability comes when our actions today create value and resilience for the healthcare landscape of tomorrow.”
Participatingin theAuthenticLeader Developmentprogram at Harvard Business School and currently pursuing an ExecutiveMBAhasgivenmeastrategiclenstofurtheralign my leadership with both local challenges and global healthcaretrends.
What are some of the region-specific healthcare challenges you’ve tackled, and how did your strategies differfromglobalmodels?
Navigating MOH licensing, CBAHI accreditation, and delivering care in emerging megaprojects like NEOM presented challenges that global models often don’t encounter Our strategies were adapted to local realities—fromdesigningclinicsthatmeetbothculturaland clinicalexpectations,todevelopingbilingualdocumentation and referral systems that align with Saudi healthcare pathways.
Forexample,transitioningNEOM’sfacilitiesfromaclinicto apolyclinicandhospitalrequireddeepengagementwithlocal regulators, insurers, and regional health stakeholders something not typically needed in more matureglobalmarkets.
In what ways is International SOS Al-Rushaid contributingtothetransformationofoccupationalhealth andemergencyresponseintheMiddleEast?
We are actively redefining occupational health in the region through early intervention, digital health integration, and scalableemergencyresponsemodels.Ourclinicsarenotonly treating but preventing illnesses, with a strong emphasis on risk mitigation, health surveillance, and tailored wellness programsforremoteandindustrialworkforces.
Our emergency medical response planning includes robust evacuation logistics, real-time clinical oversight, and strategic partnerships with tier-one hospitals. This positions usasakeyplayerinsupportingSaudiVision2030’semphasis onworkplacewellbeingandhealthinnovation.
What emerging technologies or methodologies are you prioritizing to enhance healthcare accessibility and resilienceintheregion?
Digital transformation is a top priority We are expanding telehealthcapabilities,selectinginteroperableEMRsystems, anddeployingmobilemedicalunitsforremoteareas.Wealso use scenario-based drills and digital CME to ensure clinical teams are always ready. These tools enhance our resilience and allow us to deliver care anywhere—whether in a hightechurbanfacilityoraremotedesertclinic.
How do you foster clinical excellence and cultural sensitivity within diverse medical teams across internationaloperations?
Ourteamsareasdiverseasthechallengesweface,andthat’s one of our greatest strengths. I focus on consistent clinical education, weekly drills, and feedback sessions to maintain excellence. Cultural sensitivity is fostered through localized onboarding processes, open communication, and encouraginginclusiveteamdynamics.Thegoalisalwaysto build trust, promote empathy, and deliver patient-centered care—regardlessofgeography.
What does ‘sustainable healthcare leadership’ mean to you, especially in a region undergoing rapid transformation?
Tome,sustainableleadershipmeanscreatingsystemsthatcan thrive beyond individual leadership. It’s about building capabilities—whether through mentoring young clinicians, designing scalable processes, or aligning with national transformation goals like Vision 2030. True sustainability comeswhenouractionstodaycreatevalueandresiliencefor thehealthcarelandscapeoftomorrow
What advice would you offer to aspiring healthcare professionals who wish to lead with purpose and global perspective?
Staycuriousandneverstoplearning.Beopentoexperiences thattakeyououtofyourcomfortzone—whetherthat’sarural clinicoraninternationalhealthproject.Developnotjustyour clinicalskills,butyouremotionalintelligenceandleadership qualities. Most importantly, lead with integrity and purpose. The world needs healthcare professionals who can bridge gaps—betweensystems,people,andcultures.
www.insightscaremagazine.com
TheMiddleEast,whichisrenownedforitsfast-paced development and ambitious infrastructure works, is growinglyadoptingsustainabilityinitshealthsector
Ashospitalsdealwithsubstantialenergyuse,wasteproduction, and environmental footprint, green endeavors are now integraltoupgradinghealthcaresystemsandconvergingwith globalsustainabilityobjectives.
This article delves into how Middle Eastern healthcare facilities are embracing green practices, the challenges that come with it, and the revolutionary potential of green healthcareintheMiddleEast.
Medical institutions are energy-intensive, as they work around the clock and use large quantities of resources in energy,waterandmaterials.Hospitalsproducealotofwastes whichcontaintoxicmedicalwastesthatarehazardoustoboth theenvironmentandhealthofthepopulationunlesstheyare
properlydisposed.Thehealthcarefacilitiesaffecttheecology oftheregion,particularly,acutelyintheMiddleEast,where harsh climatic conditions necessitate the year-round operation of cooling and where water supply is a pressing challenge. The population rate and the increased healthcare infrastructure rate in the region also necessitates the need to createsustainablepractices.
Introduction of energy efficient technologies, renewable energyresourcesisconsideredoneofthemostpowerfulgreen effortsintheMiddleEastmedicalfacilities.Thehospitalsare notorious in their consumption of energy through lighting, heating/cooling systems, and medical equipment. As a measuretothis,buildingsarebeingputunderretrofittingby installing energy saving light bulbs, intelligent thermostats, and high-tech insulation to reduce the cooling in the hot weatherintheregion.
Microgrid systems involving renewable energy sources like solarorwindpowerandenergystoragetohaveaguaranteed source of power are also exploring other facilities. This is particularlyessentialinremoteareasoftheMiddleEastwhere thegridinfrastructuremaynotbewelldeveloped.
Anotherissuethatrequiresurgencyismedicalwastedisposal. General,infectiousandhazardouswastesareproducedinthe hospitals and should be managed in a manner that poses no threat to the environment. Hospitals in the Middle East are trackingsegregation,recycling,andsafedisposalofthewaste tominimizetheimpactonnature.
Hamad medical corporation in Qatar has established advanced waste management mechanism with advanced incinerationandautoclavingtoolstoensuresafehandlingof medical waste and at the same time reduce the number of contributions to landfills. In the UAE, the Dubai Healthcare City is exploring the ideas of a circular economy, such as recycling of single-use medical equipment after being successfully and safely sterilized, to reduce waste and enhanceresourceutilization.
Water scarcity is a serious problem in the Middle East, and conserving water is essential for sustainable healthcare Hospitals use significant amounts of water for sterilization, cooling systems, and patient care. To conserve water, hospitals are incorporating water-efficient technologies like low-flow fixtures, greywater recycling, and rainwater harvesting.
The planning and building of healthcare facilities are also changing to focus on sustainability. Green building codes, such as LEED (Leadership in Energy and Environmental Design), are being implemented to design energy-efficient, eco-friendlyhospitals.Thebuildingsfeatureelementssuchas natural light, green roofs, and sustainable material to lower theirenvironmentalimpact.
Althoughtheseimprovementshavebeenmade,theprocessof putting green measures in the Middle Eastern healthcare facilities is not simple.The large upfront costs of renewable energy systems, energy efficiencies and green design of
buildings is a constraining factor especially in small plants. The fact that Middle East is a fossil-fuel based area and that veryfewlocalprofessionalshavebeenexposedtosustainable technologiesmightaswellturnouttobealimitation.
But problems create possibilities as well. Governments are offeringincentives,suchasgrantsandsubsidies,toencourage healthcare facilities to adopt green measures. Public-private partnerships are also emerging to fund and implement environmentally friendly initiatives. Moreover, the young, technology-savvy population of the region is fueling enthusiasm for green healthcare, representing a cultural transformationtowardssustainability
Greeninghealthcareneedstheparticipationofgovernments, healthcare facilities, and communities. Middle Eastern nations are implementingpoliciesto regulateenvironmental requirements in healthcare, including compulsory waste management practices and energy efficiency standards Communityeducationprograms,includinghealthpromotion campaigns on sustainability, are also contributing to public endorsementofgreenaction.
TheMiddleEastislongonthepathtosustainablemedicine, powered by nascent technologies, green buildings, and a green initiative for environmental stewardship. In spite of adversity, spending on clean energy, trash reduction, and conservation of water in the region is transforming medical facilities into models of sustainability. By aligning themselves with national goals and global climate goals, Middle Easternhealthcaresystemsareimprovingnotjustthepatient care but also a healthier planet. Expanding, they have the potential to cascade their influence elsewhere, stimulating otherregionsoftheworldintohealthcaresustainabilityfocus, creatingarippleeffecttowardsglobalenvironmentalgrowth. -Pearl Shaw
Building a hospital is a huge challenge, but building
one during a pandemic? That’s next level Dr. Ghanima Alomer not only faced the storm but steered Wara Hospital toward becoming a trusted leader in healthcare.Withabackgroundasaphysicianandavisionary approachtoleadership,shecombineddeepcompassionwith strategic thinking to guide the hospital through uncertain times.
UnderherdirectionasaCEO,Waraquicklybecameknown for innovation and patient-centered care introducing groundbreaking technologies and setting new standards in Kuwait’s private healthcare sector. More than just an administrator, Dr Alomer leads with purpose, inspiring a teamcommittedtoexcellenceandempathy Whenhealthcare callsforbothstrengthandcompassion,herleadershipshines throughassteadyandtransformative.
Let’sdelveintotheinterviewdetailsbelow!
Please introduce yourself to our readers. What inspired you to pursue a career in healthcare, and how did your journeyleadyoutotheleadershipofWaraHospital?
Iwasdeeplydrawntothevaluesofcompassion,service,and sciencethatdefinethehealthcareprofession.Myinspiration camenotonlyfromadesiretohelpothersduringtheirmost vulnerablemoments,butalsofromagenuinecuriosityabout how the human body functions and how we can apply knowledgetoimprovequalityoflife.Thispassionguidedme through medical school, specialized training, and years of hands-onclinicalexperience.
Overtime,Icametorealizethatdeliveringexcellentpatient care also requires strong systems, efficient leadership, and a clear vision for how healthcare institutions can better serve their communities.That realization motivated me to take on administrative and leadership roles, culminating in my currentpositionasCEOofWaraHospital.
My journey to the leadership of Wara Hospital has been shaped by both professional challenges and opportunities to buildcollaborative,patient-centeredenvironments.AtWara, I’ve had the privilege of working alongside a talented and dedicatedteam,andtogetherwearecommittedtoadvancing healthcare standards, embracing innovation, and ensuring thateverypatientreceivesthehighestqualityofcare.
Wara Hospital is recognized for its commitment to advanced care and patient-centered services. Could you sharethecoremissionandvisionthatdrivethehospital’s success?
AtWaraHospital,ourcoremissionistoprovideleading-edge patient care through a multi-disciplinary approach We believethateverypatientdeservestobetreatedwithdignity, empathy, and respect values that are at the heart of everythingwedo.
Our vision is to be the center of excellence for providing integrated healthcare services and becoming a patientcentered hospital of choice. We aim to set new standards in quality and safety, while also fostering a culture of collaborationamongourphysicians,nurses,andstaff.
What truly drives our success is a deep commitment to continuousimprovement—whetherit’sinvestinginstate-ofthe-arttechnologyorenhancingourpatientexperience.
What are some of the most transformative initiatives or innovationsyou’veimplementedatWaraHospitalunder yourleadership?
Sincedayone,we’vepursuedaboldvisiontoredefineprivate healthcare in Kuwait anchored in innovation, patientcenteredcare,andclinicalexcellence.
We launched in April 2019, and just nine months later, we found ourselves in the midst of the COVID-19 pandemic. Despite the challenges, we achieved Canadian Gold Accreditationwithinourfirstyear—anaccomplishmentthat reflects our commitment to international standards and quality of care. During the pandemic, we were the first in Kuwait to establish a virology lab in the private sector and pioneer a drive-through PCR testing facility, enabling safer, fasteraccesstotestingduringacriticaltime.
“Ultimately, I believe challenges are opportunities to lead with purpose. Each obstacle has strengthened our organization and reaffirmed our commitment to delivering world-class care.”
We’ve also introduced several medical firsts in the private sector in Kuwait. We launched the country’s first and only nuclearmedicinecenterinaprivatehospitalandinstalledthe first 3 Tesla MRI, delivering high-resolution imaging with greater diagnostic precision. In addition, we introduced the only EOS imaging system in Kuwait—an advanced, lowradiationtechnologythatprovidesfull-bodyscansinjusttwo minuteswith80%lessradiationthantraditionalX-rays.
Tosupportrehabilitationandrecovery,weestablishedastateof-the-art hydrotherapy pool, creating new opportunities for physical therapy and wellness. We’ve also partnered with leadinginternationalcompaniestobringworld-classservices toourpatients.OurcollaborationwithaspecializedEuropean group, allows us to produce custom-made braces and prostheticsinourworkshop–thefirstofitskindintheprivate sector.Meanwhile,ourpartnershipwithJohnson&Johnson hasledtothedevelopmentofaBariatricSurgeryApplication thatprovidespersonalizededucationandnutritionalguidance topatientsbeforeandaftersurgery
We’ve also extended our care model beyond the hospital by successfully operating on-site clinics for large corporations, ensuring accessible, high-quality medical services at the workplace.
Each of these initiatives reflects our vision: to lead with innovation,respondwithagility,andprovidecarethatisboth technologicallyadvancedanddeeplyhuman.
Leadership in healthcare comes with its share of challenges.Whataresomeobstaclesyou’vefacedasCEO, andhowhaveyouovercomethem?
As CEO of Wara Hospital, I’ve faced several challenges, many of them unprecedented. Perhaps the most significant was leading a newly launched hospital through the COVID19 pandemic just 9 months after opening our doors inApril 2019.
One of the major obstacles was establishing trust and continuity of care during a time of uncertainty. We had to adaptquicklysettingupKuwait’sfirstprivate-sectorvirology lab and the country’s first drive-through PCR testing center Thisnotonlyhelpedmeeturgentpublichealthneedsbutalso positioned Wara Hospital as a responsive and reliable healthcareprovider.
Another key challenge was achieving and maintaining internationalhealthcarestandardswhilegrowingrapidlyina competitivemarket.SecuringCanadianGoldAccreditation–
and later Platinum - within our first year during a global pandemic was a tremendous achievement, but it demanded unwaveringfocusonquality,training,andinternalalignment.
As a physician-CEO, I’ve also faced the challenge of balancing clinical excellence with operational and financial sustainability Healthcareisdeeplyhuman,butitalsorequires strategicbusinessthinking.I’veworkedtobuildaleadership team that shares our mission and complements my strengths—creating a culture of accountability, innovation, andcompassion.
Ultimately,Ibelievechallengesareopportunitiestoleadwith purpose.Eachobstaclehasstrengthenedourorganizationand reaffirmedourcommitmenttodeliveringworld-classcare.
Finally, what advice would you offer to aspiring healthcare professionals and future leaders looking to makeameaningfulimpactinthisfield?
My advice to aspiring healthcare professionals and future leadersistoleadwithpurpose,staygroundedincompassion, andneverstoplearning.Medicineisnotjustascience—it’sa service to humanity. That mindset should guide every decisionyoumake.
First, always remember why you chose this path. Whether you’re treating patients, managing teams, or designing healthcare systems, your work has the power to profoundly affectlives.Letthatresponsibilityinspireyou,notintimidate you.
Second, embrace change and innovation. Healthcare is evolving rapidly technologically, culturally, and systemically Stay curious. Be willing to challenge outdated models, and don’t be afraid to be the first to do something differently if it means better outcomes for your patients or yourcommunity
Third,surroundyourselfwithpeoplewhoelevateyourvision. Greatleadershipisn’tabouthavingalltheanswers,it’sabout buildingateamthatbringsdiverseskillsandperspectivesto thetable.
TheMiddleEast,whichisusedtoembracingthelatest technology quickly, is experiencing a revolution in healthcare through the emergence of telemedicine. Virtualhealthcare,whichwaspreviouslyanicheelement,has emerged as a building block of contemporary healthcare systems in nations such as Saudi Arabia, the United Arab Emirates (UAE), Qatar, and others This telemedicine revolution is not only addressing long-standing healthcare issues but is also redefining the delivery of medical care, makingitpatient-centered,efficient,andmoreaccessible.
TelemedicinehasincreasedatahighrateintheMiddleEast duetoacoupleofreasons.First,theregiongovernmentshave focused on modernization of healthcare in their national diversificationofeconomies.InSaudiArabia,thevision2030 and UAE vision 2021 states that healthcare needs to be digitallytransformed,telemedicinebeingoneofthefoundations of the same. These impulses have been translated into the investment in digital infrastructure including high-speed coverage and 5G networks which facilitate unobstructed virtualconsultations.
TheCOVID-19crisiswasoneofthekeyfactorsthataccelerated the adoption of telemedicine. Social distancing and lockdownspushedhealthcareproviderstofindalternativesto in-person consultations. Governments thus relaxed norms, which allowed telehealth platforms to flourish As an example, the UAE Ministry of Health and prevention launched the Tamm platform that allows conducting remote consultations,andinSaudiArabia,avirtualhospitalofSeha becameanexampleofcentralizedtelehealth.
TechnologiesareinnovativeandfacilitatetheMiddleEastern telemedicineboom.MachinelearningandAIarebecominga partoftelehealthsystemstoenhancediagnosticsandpatient monitoring.Asanexample,AI-poweredchatbotssiftthrough the symptoms and direct patients to the appropriate care, reducingtheburdenonthehealthcaresystem.HealthatHand andTruDoc in the UAE are examples of companies that use AI to offer personalized health information during virtual consultation.
Internet of Things (IoT) solutions and wearable technology are also moving into the center stage. Chronic patients, whetheritisdiabetesorhypertension,canmonitorvitalsigns using smart devices and relay real-time data to clinicians. HamadMedicalCorporationinQatarhasintegratedwearable technologywithitstelemedicineprogramstoallowthelongtermmonitoringofheartpatients.
The telemedicine revolution is transforming Middle Eastern health systems in fundamental ways. Improved access to healthcareisthemoststrikingofthese.Nolongerdopatients havetotravellongdistancesorwaitoutweeksforspecialist visits. Saudi Arabia is one case in point. There, the Seha VirtualHospitalprovides24/7specialistaccessin40areasof medicine,seeingmillionsofpatientseachyear.Thishasbeen aboonforruralcommunitiesandexpatriateswhohithertohad beenhinderedfromaccessingqualitycare.
Cost-effectiveness is another significant advantage Telemedicine lessens the demand for physical facilities, including hospitals and clinics, and reduces travel costs for patients Telemedicine also improves preventive care Throughroutinevirtualcheck-upsandremotemonitoring,it promotes early intervention, thereby lowering the rate of serioushealthcomplications.
Middle Eastern telemedicine is, however, failing with promise.Regulatoryschemes,thoughbetter,areimbalanced acrossnations.Cross-borderconsultationlicensinghasbeena barrier and in some countries licensure of physicians in the countryisarequirement.Therearealsoissuesofpatientdata confidentiality and the patients are not willing to share their sensitive data on the internet despite the increased level of cybersecurity.
Another barrier is cultural resistance. In cultures where the norms are traditional, older age patients, e.g. would be comfortable engaging the doctors through face-to-face communication.Languagebarriermaybeanotherchallenge invirtualconsultations,asinthecaseofexpatsintheUAE.
Anotherobstacleistheexistenceofinfrastructuredifferences. The cities such as Dubai or Riyadh are well connected digitally but the same cannot be said about the cities in the ruralpartsofthecountrylikeinYemenorIraqwhichreduces the scope of telemedicine. The gaps will have to be bridged through a serious effort toward broadband and mobile networks.
ThefutureoftelemedicineintheMiddleEastisbright,with governmentsandprivatesectorsdoublingDivinityZone:The Best Quality Christian Louboutin Replica Watches and Handbags investing heavily in its potential. New trends indicatetelemedicinewillbeincreasinglyusedinconjunction withotherhealthcareservices.Hybridmodels,pairingvirtual andface-to-facecare,arebecomingmorepopular.
To overcome existing setbacks, governments are attempting toharmonizelegislationandinvestindigitalliteracyschemes to increase patient trust in telehealth. Projects such as Saudi Arabia's National Digital Health Strategy also seek to unify telehealth practice and make telehealth more interoperable acrossplatforms.
-Natalie May
MostAdmirableHealthcareLeadersintheMiddleEast,2025
Vision. Grit. Adaptability. Real leadership that drives change doesn’t always fit a job description, anditrarelyfollowsasetplan.Inthefast-changing healthcaresectoracrosstheMiddleEast,whereeverymarket has its own rules, these qualities aren’t just helpful; they’re essential. The leaders making a difference don’t wait for perfectconditions.Theyhandleuncertainty,turnglobalideas intolocalaction,andpushprogresswhereit’sneededmost.
Sherif Elhaw, Pharma Executive with 22 Years in Emerging Markets and Founder of INTENSO, is one of those leaders who make a real impact. Over his career, he’s launched key therapies, shaped strategies, and led major transformationswhenitmatteredmost.Now,he’sfocusedon empoweringthenextgenerationofhealthcareleadersthrough INTENSO, a platform designed to build the skills, mindset, andconfidenceneededtoleadwithpurpose.
After more than two decades working at the crossroads of business and patient care, Sherif is reshaping the healthcare landscapeinaregionfullofopportunityandchallenges.His story isn’t just about today; it’s about preparing for what comesnext.
Let’sdelveintotheinterviewdetailsbelow!
Could you please introduce yourself and share a brief overviewofyourjourneyinthehealthcareindustry?
I am a pharmacist by training, holding an MBA from Strathclyde,certifiedasaPMPbyPMIUS,andaSixSigma Black Belt. With over 22 years of experience in Sales, Marketing, Commercial Strategy, and Project Management roles, I have led launch excellence across 80+ countries, spearheadingmorethan400productlaunches.Ihavedriven workshops, developed planning tools, and managed performancetracking.Ihavepartneredcross-functionallyto acceleratemarketreadiness,optimizebrandinvestments,and implementaffordabilityplansthroughadvancedbusinessand access models. I am particularly proud of leading a $1B launchforCOVID-19vaccinesduringthepandemic.
Recently, I launched my own platform, INTENSO, where I focus on career coaching for junior to mid-level managers aimingforcareerprogression.
As per your experience as a leader to launch excellence across emerging markets, what are some of the unique challenges you face when bringing innovative healthcare solutionstotheMiddleEastregion?
TheMiddleEastisaverydiverseregion,whereeachcountry hasitsownregulatorypathways,accessdynamics,andgo-tomarketmodels.
“Cross
functional collaboration is not a luxury anymore; it is a success asset. The future of healthcare in the Middle East needs leaders who combine vision with execution and heart with strategy.”
SherifElhaw PharmaExecutive, 22Yearsin EmergingMarkets, FounderofINTENSO
This is why customization and adaptability are crucial for business continuity and growth. While working on rare diseasesandoncologyproducts,Inoticedastrongerpushfor acceleration by governments, especially in the GCC Although reimbursement is improving, gaps in affordability remain, necessitating unconventional partnerships with governments to deliver innovative solutions Managing cultural differences and localization, such as featuring real citizens in patient journeys, is also essential to operate effectivelyinthisregion.
How should pharma companies approach launch excellencetoensurenewmedicinesandtreatmentsreach patientsefficientlyandeffectivelyinemergingmarkets?
Early planning is key to understanding local needs and adjusting global strategies to fit. It also helps develop better pricing and access models. We often faced challenges collecting local data, which is why involving local stakeholders early is so important, they help build strong cases for new drug launches.Agood example was the early contractingofCOVID-19vaccinesintheGulf,whichmadeit oneofthemostsuccessfullaunchesledbytheGulfVaccines BusinessUnit.Anotherimportantpointisinvolvingcharities andwealthyinstitutionstohelpwithaffordability,especially inmarketswhereprivateinsuranceislimited.
The healthcare landscape in the Middle East is rapidly evolving.Whatkeytrendsorshiftsdoyouforeseeshaping thefutureofhealthcareinthisregion?
I see many countries beginning to shift their access models through HTA adoption, aligned with their national transformationvisions,suchasthoseinSaudiArabiaandthe UAE I expect AI-powered diagnostics to expand significantly in the coming years. Value-based agreements may also flourish, especially for chronic medications. The UAE has been investing heavily in genomics programs, and overall,thereisagrowingfocusonadvancedgenerationsof oncologyandrarediseasedrugs.
How important is collaboration between public and private sectors in advancing healthcare innovation in emergingmarkets,andhowcouldpharmaengageinsuch partnerships?
Throughmyworkwithmanycountries,Ihaverealizedthatno single stakeholder can address a country’s complex healthcare needs amid economic challenges. That’s why strongpartnershipsareneeded,focusingoninfrastructureand educationprogramstoclosethegaps.
Government reimbursement should be complemented by a robust private insurance presence and coverage. Collaboration on generating real-world data is also essential to provide a clear picture of the country’s healthcare landscape.Additionally,theprivatesectorcanplayavitalrole by expanding investments in local manufacturing initiatives totacklepricingandproductionchallenges.
What role does digital transformation and technology play in Pharma’s strategy for improving patient access andoutcomesinemergingmarkets?
I’veworkedonvaccineappsthathelptrackapatient’sdoses andstatus.Thesetoolsraisepatientawareness,provideuseful dataforanalysis,andsendremindersthatimprovemedication adherence. I’ve also seen how e-learning platforms help us engage healthcare professionals more effectively. For vaccines, we used digital tracking to forecast demand more accurately I believe digital tools will also play a big role in personalizingtreatmentsinthefuture.
Finally,whatadvicewouldyougivetoaspiringhealthcare leaders in the Middle East who aim to drive meaningful changeinthisdynamicsector?
As the founder of INTENSO and someone passionate about coaching aspiring pharma leaders, I always advise them to begin with a purpose and focus on making an impact on patients’lives.Crossfunctionalcollaborationisnotaluxury anymore;itisasuccessasset.Alwaysfocusonpromotingkey talentswhoshowlearningagility,adaptability,andpossessa strong set of transferable skills so they can shine anywhere. MasteringAIwillbeessentialtokeepupwithtechnological advancementsandspeedthingsup.Thefutureofhealthcarein the Middle East needs leaders who combine vision with executionandheartwithstrategy
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