The Man Who Brought Healthcare to the Doorsteps of Millions
Dr. Bollineni Bhaskar Rao
(Chairman and Managing Director - KIMS Group of Hospitals)
Interview
Your reason for pursuing affordable heart care?
Ans: The reason behind my focus on affordability is a personal one. My sister once developed severe heart complications, and due to the lack of just ₹5,000 for treatment, she faced a major health crisis. This experience motivated me to ensure that treatment is both affordable and accessible for everyone. That is the real story behind my commitment to affordable healthcare. I strongly believe in Affordability and Accessibility.
Accessibility:
Distance, culture, or language should never become barriers to receiving the right treatment.
Affordability:
Every segment of society must have access to proper treatment. For families with low incomes, care should be provided within their budget. For middle-income patients, costs should remain reasonable, and for high-end patients, treatment may include additional comforts and luxury. Affordability, therefore, is defined by each patient’s financial capacity—but the quality of care must always remain the best.
In a nutshell:
Treatment should never be denied due to issues of accessibility or affordability.
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The PPP model resulted in former Union Secretary Sujatha Rao's resignation from the Lancet Citizens’ Commission on Reimagining the Healthcare System. What is your view?
Ans: Nothing is entirely free under this scheme. The needy can still access the right treatment, but they also carry some responsibility, as a co-payment is required from their side. From the hospital’s perspective, this model helps manage day-to-day operations effectively while addressing technical and infrastructural challenges.
How did the 1000-bed largest hospital in Secunderabad evolve from a 350-bed facility?
Ans: When we were operating as a 350-bed hospital, most patients came for cardiac treatment. Over time, their needs expanded from cardiac care to other specialties, which led to more doctors joining and new departments being established. To accommodate the growing number of patients, the hospital gradually expanded in size. This steady growth eventually gave rise to the brand’s emergence as the largest 1000-bed hospital, built on patient satisfaction and comprehensive care. Today, KIMS is responsible for providing complete, quality healthcare under one roof.
Kabul expansion with telemedicine – again linked to affordability?
Ans: In 2007, his brothers were involved in construction work in Kabul and realized there was no proper medical system available there. People were lying on the roads without care, and there were no flights to India for treatment. The people of Kabul were suffering from diseases with no proper diagnosis or treatment options. This experience inspired them to establish a diagnostic center in Kabul, where patients could first be screened and educated about their conditions. From there, the right treatment pathways were created, with more advanced care filtered through to India when required.
Maharashtra expansion – and how does it work?
Ans: They had been serving in Andhra and Telangana for almost two decades. He believed that every nook and corner where Telugu-speaking people live should have access to the right treatment—anytime, with both affordability and accessibility
ICCI venture – and what kind of impact did that create for you in serving the poor?
Ans: Initially, they did not have sufficient funds to grow and deliver quality healthcare to everyone. To address this, he increased the stake without hesitation. Now, the ventures are also enjoying growth as patient numbers have increased, and more people are seeking treatment. This success is one of the reasons investors continue to join KIMS. With sufficient funding, the hospital has been able to enhance technology, infrastructure, and overall patient well-being as well.
Why Kerala next?
Ans: KIMS has already expanded into Bangalore, where two greenfield projects have been launched in Mahadevapura and Electronic City. Naturally, the next step was to select the right locations in neighboring states such as Maharashtra, Tamil Nadu, Karnataka, and Kerala—ensuring accessibility and continuity of care across the region.
Are you going ahead with the light asset model across Kerala?
Ans: Yes, good quality care will be provided at an affordable rate.
Blackstone and KKR have started their business model in Kerala. Do you think it will affect the Kerala model?
Ans: In Kerala, the infant mortality rate is around 10–11 per 1,000 live births, which highlights both the state’s healthcare strengths and areas for improvement. This makes Kerala an attractive place for investment in healthcare.
As an individual, you had a dream and mission. Once the hospital size increased and a new team joined, do you think that dream has changed? And are you happy now?
Ans: Yes, I am 100% happy. I have been able to achieve far more than I expected, and many more people are now receiving treatment and services. The launch of Aarogyasri has helped fulfill my dream—today, around 75% of people can afford treatment as the government reimburses their payments.
In the early days, nearly 20% of our hospital beds remained vacant. I approached the government, other hospitals, and doctors with the idea of utilizing these beds for the needy under a treatment plan. For hospitals, I introduced an individualized package system, which was later adopted by the Andhra Pradesh government. Over time, this initiative expanded, and today the Aarogyasri scheme is being implemented not only across Andhra Pradesh but also by the central government and other states.
