Kevin Che

Managing Director of KLN International

Dr Mariyam Shakeela

CEO of SIMDI Group

RJ Reddy

CEO of Jalboot Marine Services

Ali Fauzy

Co-Founder & MD of Steel Hardware

Ahmed Nashid | Founder and Chairman of ADK Group of Companies

Visionary pioneer of the healthcare industry of the Maldives, Mr Ahmed Nashid is the Founder and Chairman of ADK Group of Companies. As the recipient of this year’s Corporate Maldives Lifetime Achievement Award, Mr Nashid sat down with our team to chat about his journey — the challenges he has faced, the innovative approaches he takes in his business, and the various fields ADK Group has diversified into.

What inspired you to enter the healthcare industry, and what was your vision when you first started?

I have always had the desire to establish something of my own. My primary objective was to become self-sufficient so I do not need to depend on others, especially when it comes to providing for my family. Both my parents were my role models; they both worked very hard to meet ends. I learnt at a very young age that the key to success is through hard work and that nothing is impossible if you are determined.

After leaving school, I strived to find a job to earn and save, to start something of my own one day. Building a vast business empire was neither my goal nor my plan when I entered the healthcare industry. I got into healthcare when I met Dr Pandian by chance and through our conversation, I shared my interest and vision in opening up a clinic in Male’ and offered him to work with me. I am ever so grateful for him for accepting my offer. When I started operating the clinic Dr Pandian was the first and the only doctor, and he played a key role in the conception stage to the transition into a full-fledged hospital — ‘ADK Hospital’ that you all know today.

I started my career in the merchant navy at the age of 17 and a few years later I met my future wife. It was she who encouraged me to leave my profession abroad and explore what I could do at home with my family. Taking her advice to heart, I was able to share my vision with Dr Pandian and convinced him to start the clinic.

In 1987, I obtained the license to run a clinic, then there were no specific regulations or guidelines on running a clinic. I didn't want to confine my service solely within the boundary of a small clinic; I aspired to expand it to a more comprehensive medical care institute on a larger scale in the future.

What were some of the biggest challenges you faced early on and how did you overcome them?

Lack of regulations in healthcare was one of the biggest challenges we faced at the start, even after 8 years of service when we transitioned from a clinic to a hospital, and it still is even today after 36 years. However, I must admit that with the passing of certain bills such as the ‘Healthcare Professional Act and Health Administrative Act’, we are seeing some progress in this regard.

We require varied specialities of healthcare professionals and technicians to provide quality care in a hospital setting, to find different specialities for the smooth functioning of the hospital in the niche fields and to recruit and sustain them. Developing strategies to attract and retain them is also not an easy task. Juggling and balancing the budget without compromising the quality is the major challenge we face given the high costs associated with medical equipment, staff salaries, and infrastructure maintenance.

In life, everything comes with challenges, and overcoming them takes a lot of time and effort. It’s tricky to always identify what is feasible, to allocate and manage resources efficiently and effectively within the limitations. In such situations we try to be proactive and innovative with a strategic mindset; be resilient to face setbacks and remain persistent in pursuing solutions. It’s crucial to maintain a positive attitude and inspire others to stay motivated during challenging times, especially in this field when the stakes are so high. Collaborative teamwork and fostering good relationships with other stakeholders like government authorities, healthcare professionals, and society members are vital to overcoming challenges. For instance, overcoming the recent COVID-19 pandemic is an inspiring example of such an effort.

What innovative approaches have you taken to improve healthcare access and delivery in the Maldives, and what impact have they had?

One important aspect to note is that healthcare is not just a product; it is a service. Therefore, we recognized the need to strike a balance between infrastructure development and investing in human capital, an area that was not given much attention then.

As a result of investment in human capital, we now have a team of highly skilled neurosurgeons, cardiac surgeons, and doctors of many other specialities and clinical fields, all trained with our support. This substantial investment in the development of healthcare professionals has positively impacted the quality and accessibility of specialized services within the country and has contributed to building public confidence.

As service providers, our current approach is to move away from traditional to more patient-centred care and service. To foster a culture of patient-centric care within the hospital we prioritize patient needs and satisfaction and try to encourage open communication, empathy, and respect among staff members towards patients and their families. We regularly assess patient feedback and address those issues to provide quality and patient-centred care, which is very challenging as it is a relatively new approach in the country.

Moreover, we are also developing areas which require more, and new investments based on the needs and demands of society. Over 36 years, we have carefully observed the areas with the greatest deficiencies in available healthcare services and directed our efforts towards addressing and continuing to address those needs. By continuously evaluating our practices, finding innovative solutions, and prioritizing patient-centred care we strive to maintain a balance between patients’ demands and fiscal requirements, and thus we have been able to make practical and significant improvements in delivering innovative healthcare services.

How have you been able to balance the business aspects of running a successful medical company with the need to provide high-quality, patient care?

Balancing the business aspects of running a medical company while ensuring high-quality patient care is indeed a challenging task. Our healthcare system provides services to individuals from various income levels, including middle-income, high-income, and ordinary individuals. While some patients may require extensive investigations and can afford them, others may find them to be costly and excessive. However, regardless of the patient's financial situation, the nature and condition of their health can never be compromised.

To enhance our services and make them more efficient, we are continuously focusing on reducing the duration of hospital stays, consequently reducing the overall patient bills. For example, we were pioneers in introducing laparoscopic surgery, which significantly reduces the number of days patients need to stay in the hospital compared to conventional open surgeries.

Our approach involves considering both the cost and affordability of services while ensuring the highest standards of care. However, a significant portion of this burden has been addressed with the introduction of our national health insurance scheme. Through this scheme, everyone receives coverage, alleviating some of the financial difficulties patients may face.

Our recent introduction of ‘The Wellness Club’ is a good example of a balance between the business aspect of the company and focusing on patient wellbeing, because preventive healthcare is always better than cure. Over the years we have had programs on educating our society on healthy lifestyle choices, health awareness and health screenings towards achieving a holistic approach.

ADK Group has evolved and succeeded in several other significant fields. Could you tell us a little bit about these ventures and how the idea of diversification came about?

Diversification is a prudent strategy for any business. By engaging in multiple sectors under ADK Group, such as pharmaceuticals, general trading, logistics, education and tourism, we create a more resilient business portfolio. In an interconnected global world when we are faced with man-made crises and unforeseen natural disasters, it is quite risky putting all your eggs in one basket.

When one sector may experience a slowdown, another sector may be flourishing, which helps to mitigate risks and maintain stability. This approach has guided us in pursuing opportunities where we can afford to invest and contribute to various businesses, thereby allowing for mutual support and growth. Diversification ensures that if one sector faces challenges, we have other areas to rely on for support. Each business sector has its own dynamics, and by diversifying, we can balance the performance of different ventures.

Overall, diversification has been a fundamental principle in our business strategy, providing stability and opening doors to new opportunities across different industries.

What do you consider to be your greatest personal achievement?

Having over 1500 staff working under the umbrella of ADK Group, and being able to support not just the induvial but the well-being of their families, is something that gives me a sense of great satisfaction and achievement.

Having said this, my greatest personal achievement by far is navigating through the challenges of the demanding world we live in today. Despite the toxicity that surrounds us, I have managed to create a harmonious and loving family. I am blessed with a wonderful wife, amazing children, and supportive sons-in-law who bring immense joy to my life. They are my greatest source of pride and accomplishment.

What's in store for the future of ADK Group? What's next?

In the Maldivian market, there are still numerous opportunities to explore. The field of healthcare, in particular, offers endless possibilities with new innovative technologies and evolving treatment methods. We see ample room for improvement and growth in this sector.

One recent accomplishment is the development of Oaga Art Resort, which was both challenging and rewarding. We have introduced a unique and fresh experience for our guests. Our vision is to expand the Oaga Resorts brand and take it to the next level. We aim to establish it as a leading local brand, providing a wonderful blend of authentic local experiences and international five-star service.

While we are aware of our limitations, we believe that success often starts from humble beginnings, just like many renowned businesses that originated in garages. In the healthcare industry, for instance, we started with a small clinic, and over 36 years, we have become a leading healthcare provider. Similarly, in tourism, our journey has been challenging but fruitful, as we finally entered the market after 20 years of persistence.

However, we acknowledge that there is still a long way to go. We have a five-year plan in the tourism business to bring all the different experiences together, including local heritage, culture, art, and much more. Our aim is to create a beautiful brand that people will love and trust. We are excited about the future and the opportunities that lie ahead for us.

When reflecting on my journey from a humble beginning to what I am today, I am extremely grateful for the contribution made by my sincere and hardworking staff throughout this venture.

I have never forgotten the blessings from Allah Subhanahu Wa Ta'ala. I am grateful to Him for all his blessings.

‘This is by the grace of my Lord’, ‘Hadha min fadli Rabbi’ (Quran 27:40).

Mohamed Firaq | Founder & CEO of Inner Maldives

Corporate Maldives sat down with Mohamed Firaq, Founder and CEO of Inner Maldives Holidays, one of the leading travel operators in the Maldives. With over two decades of experience in the tourism industry, Firaq shared his insights on the company's success, his vision for the future, and his efforts to develop Southern Maldives as a tourist hub. He has also been serving as the Honorary Consul of Seychelles in the Maldives for the past 10 years.

What inspired you to start Inner Maldives, and what challenges did you face during the initial stages of the company's formation?

During my time at school in Majeedhiyaa, I noticed a lot of movement among the shops and many tourists in the area, including a well-known tourist company Ocean Sports Limited. I am still close friends with one of their establishment members. After school, I explored various career options, but opportunities were limited, particularly for younger individuals. I began my professional journey working in retail and later transitioned to a tourist shop, followed by a role as a tour guide. However, I soon realized that I had the potential to do more and achieve greater things. It was during my tenure at Sun Travels, Rover Tours and Crossworld Maldives that I decided to establish my own company, despite the fact that it was a small-scale operation. I believed in my potential and wanted to explore new opportunities, which led me to venture into the travel industry.

At the time, we didn't have access to the technology we have today, and I faced numerous challenges, particularly in terms of communication and promotion of the destination. I would go to the airport and pick up clients using only a telephone and fax machine, which posed significant hurdles. However, technology has since improved and made our work much easier.

Aside from the technical challenges, we encountered many other difficulties, and there were times when I considered giving up and joining another company. However, I convinced myself to persevere and continue with my venture. It is a common experience among newcomers and even experienced individuals in the travel industry, particularly in a country like the Maldives. We require multinational partnerships with various destinations to survive and thrive, as the competition is high, and financial support from our banking system is limited, with high-interest rates and little support for local travel agencies. We must explore new possibilities and keep moving forward, rather than depending on a single source.

How do you ensure that your company stays ahead of the competition, and what strategies do you use to maintain a competitive edge in the travel industry?

Although we cannot say that we are much better than others, we understand that competition is a reality in the business world. At the core of our strength is our team. We are proud to have dedicated staff who have been working with us for many years, providing us with a wealth of knowledge and experience that sets us apart from others. This is how we are able to move better and more efficiently than our competitors.

We constantly research the market and take note of new trends and innovations. Our different departments analyze market positions, study what our competitors are doing, and determine what new things are coming in. We have been in the travel industry for a long time, and have experienced many ups and downs. We have learned from both good and bad experiences, especially during times like the pandemic or natural disasters such as the tsunami.

Through these experiences, we have learned how to control our costs and improve our operations. As an advisor, I always remind newcomers that the money they receive is not entirely theirs, as they are essentially operating as a postman to deliver services to hotels or other partners. This limited income requires us to be strategic and thoughtful in our approach. Our commitment to our partners also strengthens our competitive edge. We always strive to keep our partners' interests at the forefront of our work, which helps us build and maintain strong relationships. Overall, our team, research, experience, and commitment to our partners are the key strategies that help us remain competitive in the industry.

What are the biggest trends shaping the travel industry today, and how is Inner Maldives adapting to these changes?

As we look to modernize, there are many things we could do with a particular emphasis on information technology. Unfortunately, the current system of the Maldives is not fully supportive, especially when it comes to the banking system and payment gateways. The lending charges and costs associated with such systems are very high, making it difficult for individuals in the industry to operate effectively. There are many inquiries and paperwork requirements, especially when it comes to booking high-end resorts like those found in the Maldives. The cost of such bookings can reach tens of thousands of dollars, and extra paperwork must be completed to prove legitimacy to resident authorities.

As a model, it is essential to have a modern, up-to-date system that supports the way we earn money. The majority of our income is dependent on payment gateways or banks, which means that daily inquiries from authorities can be time-consuming and frustrating. For instance, we have to fight for things like payment confirmations, which can delay or even disrupt our business operations. Therefore, there is a need for a better system that can keep up with our demands and understand the unique challenges we face in the industry. By investing in modern technology and improving the current system, we can ensure that the industry continues to thrive and grow.

What are your future goals for promoting tourism and improving connectivity in Addu, given Ace Travels' flight services to Addu City via Sri Lankan Airlines and flydubai?

Despite our efforts over the past six years, we have not given up on bringing better connectivity to Southern Maldives. Currently, we have two flights with Sri Lanka, and flydubai initially announced a new flight service which was postponed but will continue in late October. With that, we need support from all stakeholders, particularly domestic airline operators, to ensure better connectivity and promote tourism in the region and the resorts in the south.

I am proud to say that I have had the most experience in trying to diversify tourism in Southern Maldives. We need to discuss the challenges openly and collaboratively to make progress in this regard.

To improve connectivity, we need support from industry associations and the government, as tourists will not come if there is no convenient way to travel. We must ensure that there is a smooth transfer process for travellers, as they do not want to wait for hours without connectivity. Furthermore, we are also planning to begin new connectivity to Maafaru Airport in the north, with paperwork almost complete, hopefully starting by the end of the year.

What are your plans for Inner Maldives Holidays, and where do you see the company in the next five years?

I believe that for a company to succeed, it needs to have a succession plan in place. As I have children who are growing up, I hope that they will take over the company in the near future. In the last 25 years, we have been able to build this brand without any major financial investment from resorts, properties, or investors, and we are proud of that. In the next five years, we aim to expand our offerings and services to cater to the growing demand for travel in the Maldives. We plan to invest in technology and innovative solutions that can help us improve customer experience and satisfaction. We also hope to build stronger partnerships with local businesses and stakeholders to support sustainable tourism in the region