Women entrepreneurs in the healthcare sector have been instrumental in transforming healthcare delivery and addressing various challenges in healthcare systems worldwide. One such name is Uttara Sarkar, Managing Partner, Medicus Health Partners. With her vast experience, strong leadership skills, and unwavering commitment to patient well-being, Uttara Sarkar continues to drive Medicus Health Partners towards greater success and innovation in the field of primary healthcare. Let’s hear more from her in this interview snippet.

Take us through the formative years of your life. What were some key early influences in life that shaped you as an individual?

I grew up in an environment that valued learning and independent thinking. After completing my Degree in Electronics Engineering in India, I moved to the UK and pursued a Master’s degree in Management and Computer Engineering. I started working as an IT consultant in NHS primary healthcare sector, where I helped primary care embrace digital integration, making some practices 75% paperless within a year. This initiative was recognised by my colleagues, and I was offered an IT and Management position at a practice in Enfield.

I furthered my education by completing a Diploma in Primary Healthcare Management and a Level 5 in Management. Working as a Primary Care Manager Representative for various organizations, I gained insights into primary care delivery and learned from esteemed colleagues. Dr. Utpal Sarkar at Lincoln Road Medical Practice served as a mentor who greatly influenced my professional growth.

I continue to prioritize learning and completed an MBA from Warwick Business School. This experience provided me with business management skills and allowed me to connect with influential leaders. Throughout my career, I have remained committed to improving the patient experience in Primary Care and exploring innovative models of care delivery.

Could you please tell us about your previous experience in the primary healthcare sector? What are your primary areas of expertise as a business leader and management consultant?

I have extensive experience in the primary healthcare sector, particularly during the significant changes brought about by the Health and Social Care Bill in 2013. I was a Business Partner/Managing Partner at that time and actively participated in pilot inspections conducted by the Care Quality Commission (CQC). The CQC was highly impressed with our Practice's management, innovation, and overall functioning, which led to an opportunity for me to join their workforce as a Practice Manager Specialist Advisor. Since then, I have been involved in over 40 inspections across the UK, gaining a deep understanding of the current challenges in the sector.

As a business leader and management consultant, my areas of expertise revolve around compliance, people management, and strategic planning within the healthcare industry. I focus on ensuring operational and contractual compliance on a daily basis, and I also handle conflict resolution and change management as part of my role.

Tell us about Medicus Health Partners and the various responsibilities you shoulder as the firm’s Managing Partner.

Medicus Health Partners, the second largest general practice in the UK, was founded by myself and other co-founders. Established in April 2018, Medicus Health Partners was founded in London with the vision of improving primary care services on an equitable basis for all 15 providers involved. We are also the Lead practice for Enfield Unity primary care network, the second largest primary care network in the UK, comprising Medicus Health Partners and eight other independent GP practices, collectively serving 158,000 patients.

“Aim high, dream the impossible, and work very hard for IT. That’s the only avenue to succes’s”

As a leader in the primary healthcare segment, what are the primary business challenges you face? How do you navigate and overcome these obstacles along your journey?

As a leader in the primary healthcare segment, I have faced various challenges, both operational and strategic. The Covid pandemic presented ongoing operational difficulties, including ensuring robust delivery amid a fearful and fatigued workforce. We successfully handled site closures and implemented business continuity processes to provide seamless services. Strategically, we leveraged technology to explore different models of care and improve efficiency, all while prioritizing clear communication and patient experience.

Recruitment and retention remain significant challenges in the healthcare industry, with verbal abuse towards staff being an unfortunate reality. To address this, I focus on highlighting the positive impact our staff have on patients' lives and encourage a commitment to go the extra mile. Despite barriers, I believe a collaborative and facilitative leadership approach can overcome obstacles.

In your opinion what defines you as a leader? What is your success mantra?

My success mantra can be summarized ‘Aim High, Dream the Impossible, and Work very hard for it. That’s the only avenue to success’. I believe that this approach helps better oneself and the organisation.

As a leader, I am defined by being principled, fair, and equitable. I prioritize ensuring that others' voices are heard and being sensitive to the dynamic business landscape. I remain flexible and responsive, providing ongoing leadership in the face of challenges. Equality is a core value for me, and I strive to ensure that services and benefits provided to both patients and staff are equal to the best of my ability. I strongly believe in the power of kindness, compassion, and the collective strength of "WE and US”.

What are your thoughts on the future growth of women's representation in the global business landscape?

The global business landscape has seen an increase in women leaders, but there is still a significant gender gap in senior leadership positions. This gap extends to issues of remuneration as well. It is crucial for governments, organizations, and individuals to take responsibility and implement strategies and policies to reduce this gender inequality gap. In the field of general practice, there is a more balanced representation of women, but it is important to provide flexibility and equal opportunities for their advancement into leadership roles. Achieving gender equality in senior leadership should be a global priority, with governments setting targets and implementing supportive policies.

Uttara Sarkar, Managing Partner, Medicus Health Partners

Uttara Sarkar is the Managing Partner at Medicus Health Partners, one of the largest general practice organizations in the UK. With a passion for improving the patient experience and driving innovation in the primary healthcare sector, Uttara has played a pivotal role in the growth and success of Medicus Health Partners.