SAUDI ARABIA - Health & Education
CEO, Magrabi Health
Bio
Mutasim Alireza is CEO of Magrabi Health Group, and has a lifetime dedicated to excellence in the eye healthcare field within the MENA region. Magrabi Health is the largest eye care network in MENA region, providing eye care to more than 2,000,000 patients and performing more than 200,000 sight preserving surgeries annually. During his 27 year tenure as CEO & partner, Mutasim has led the massive expansion of Magrabi Health (36 hospitals & centers across the region) while achieving top scores in local and international quality accreditation along with integrating dentistry and other services within this unmatched healthcare platform across the MENA region. Currently, his prime focus, apart from continuing the growth of the company, is on digitization development and patient experience. These are two major corner stones within the company’s mission. He is also chairman of the board of AMI Saudi Arabia LTD, a leading hospital operation and management company in KSA that amongst other state-owned hospitals previously managed, on a turn key basis for 18 years, the King Khaled Eye specialist Hospital (KKESH) in Riyadh. He is also a board member of Imdad, a leading company of aesthetic medicine in the Middle East. He served on the Makkah region Healthcare Committee under the auspices of the region’s governor. This committee started the journey of healthcare accreditation in KSA and inspired other countries in the region to follow suit. He also previously served as the president Health Services Committee at the Jeddah Chamber of Commerce and continues till today to be a member of the National Healthcare Committee of the Saudi Chambers of Commerce. He was one of the founders of Ebsar Charity Organization for rehabilitating those with vision impairment to be self-dependent and productive elements of society.
Saudi Arabia, like many nations, is undergoing a significant transformation in its healthcare sector. Costs in healthcare are rising globally, and finding efficient management strategies is essential. Historically, government hospitals have operated on allocated budgets, but privatization introduces a model where services are paid for based on performance and efficiency. This shift is crucial as government hospitals often cost much more per patient compared to private facilities. Additionally, demand for healthcare services has outpaced supply, requiring substantial government spending to build new facilities. Instead of continuing to build as a sole solution, the government is now focused on making existing facilities more efficient, with privatization being a key strategy. The privatization process involves separating operations from regulation. The Ministry of Health no longer directly operates hospitals; instead, clusters have been formed into new corporations. These entities operate as distinct organizations, while the Ministry acts as a regulator. This separation is the foundation of the privatization process, and though it is gradual, it marks a significant shift in the healthcare landscape.
Magrabi Health is one of the oldest private healthcare organizations in Saudi Arabia, with roots tracing back to 1955 when Dr. Magrabi established the first specialized eye clinic in Jeddah. Over the decades, we have grown into one of the largest specialized healthcare networks globally, particularly in ophthalmology. We currently see over 2 million patients annually and perform more than 200,000 eye surgeries. While our core services focus on eye care, we have expanded into dentistry and ENT to address gaps in specialized healthcare services. Our network extends across Saudi Arabia and into other regions, including UAE, Egypt, Qatar, and Yemen. In Saudi Arabia, we hold the highest market share, which has motivated us to redefine our vision and expand into new areas. For example, we are leveraging our expertise in specialized healthcare to manage other specialized fields such as dentistry and esthetics. This growth aligns with the government’s goals of enhancing healthcare efficiency and accessibility.
Magrabi Health’s specialization is one of its defining features. Unlike general hospitals, we focus on specific fields, allowing us to provide exceptional care. For instance, when a patient visits one of our centers, they are referred to a sub-specialist in their specific area of need. This specialization enables us to maintain high standards and attract top-tier medical talent. We also pride ourselves on innovation. Over the years, Magrabi Health has achieved numerous milestones, such as introducing an innovative cornea transplant procedures and pioneering refractive surgery in the region. Our history is marked by advancements that have set benchmarks in specialized care. Moreover, our ability to cater to a diverse demographic—from upper-income patients to those in need of subsidized care through charitable arrangements—underscores our commitment to inclusivity.
We identified significant gaps in specialized, high-quality dental care and have made it a priority to address them. Our aim is to establish the largest integrated dental network in the region within the next three years. This involves acquiring existing clinics and building new ones to ensure coverage beyond urban centers. Our approach integrates top dental talent, advanced technology, and seamless patient experiences. In addition, we are expanding into aesthetics, including dermatology and plastic surgery. We plan to launch new centers under a distinct brand, with the first locations set to open in 2025. These centers will focus on providing state-of-the-art services in a rapidly growing field. By diversifying our offerings, we not only meet market demand but also enhance our ability to serve patients comprehensively.
Specialization gives us a distinct advantage in maintaining quality. Every doctor we hire undergoes rigorous evaluation, both in terms of qualifications and practical skills. New recruits typically start by assisting senior doctors and are gradually given more responsibilities based on their performance. This mentorship model ensures consistency in patient care. Additionally, our high patient volume allows our doctors to refine their skills continually. The principle that “practice makes perfect” is particularly relevant in surgical fields, and our doctors benefit from high volumes. Furthermore, our specialized approach ensures that patients always receive care from experts in their specific area of need.
One of our most exciting initiatives is a nationwide diabetic retinopathy screening program. Diabetes is prevalent in Saudi Arabia, and one of its first effects is often on eyesight. Early detection is crucial, as many patients do not notice symptoms until significant damage has occurred. We have partnered with Digital Diagnostics to implement an AI-driven screening system that will be rolled out across the country. Starting in Riyadh and the Eastern Province, this program will provide- complimentary screenings, helping thousands of patients identify potential issues early. This project exemplifies our commitment to leveraging technology for public health.
One of our primary challenges is managing our workforce as we grow. Recruiting and retaining skilled professionals is critical, especially as we expand into new fields. Another challenge is navigating the government’s privatization policies, which may create competition with public providers. However, we welcome fair competition and believe that our focus on quality and efficiency positions us well.
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