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29/11/2013
DR. ASHWIN NAIK
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DR. ASHWIN NAIK




Submitted By:
GROUP 10
SURYADEEP JAIN (158)
GULDEEP SINGH (179)
PUNEET JAIN (181)
KARUNA MIGLANI (182)
MOHIT GUPTA (183)
PRAJWAL MENON (184)




Submitted to:
Dr. Shivdasini Amin




Approvals: Distribution List:




Dr. Shivadasini Amin Dr. Shivdasini Amin



Prof. Praveen Gupta Library
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Copyright 2013

All rights reserved by the members of G-10: Suryadeep Jain, Guldeep Singh, Puneet Jain,
Karuna Miglani, Mohit Gupta
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LETTER OF TRANSMITTAL




November 29, 2013

To
Dr Shivdasini Amin
Associate Professor- HRM
Lal Bahadur Shastri Institute of Management
Delhi

From
Group number-10

We group number-10 are submitting a report on Dr. Ashwin Naik.
We hereby declare that the work presented in this project report entitled "Dr. Ashwin Naik" is
original and correct to the best of our knowledge and has been carried out taking care of
Management Ethics. It is a bonafide piece of work, carried out under our supervision and
guidance of Dr. Shivdasini Amin.





. . .
Suryadeep Jain Guldeep Singh Puneet Jain

.. ......
Karuna Miglani Mohit Gupta Prajwal Menon
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PREFACE

This motive of preparing this report is to learn and understand the leadership and motivational
aspects of the life of Dr. Ashwin Naik and his contribution to the Indian health sector through
his unique chain of hospitals vaatsalya which provides quality healthcare to tier-2 and tier-3
city residents at a minimal price

This report tells us about two main things:
The first is the personal thoughts and experiences of Dr. Ashwin Naik and the second is about
the establishment, development and progress of the vaatsalya, the chain of hospitals he has
started. The main insights are on the inspiration that drew him to start this venture, the
various challenges from establishment to acquiring building and doctors, some of the turning
points in his journey and the various unique solutions he came to about facing these
problems. The other part deals with the chain of hospitals focusing on their aim, their
establishment, their unique and solid business model, innovative cost reducing methods, the
marketing stratergies and the edge they now hold over many other big hospitals


During compilation of this report we came across many problems regarding collection of
facts and figures from authentic sources and analysis of the same to come up with possible
conclusion of how can we manage difficult people. The data collected was discussed among
the team members and a general consensus was reached on the topic
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ACKNOWLEDGEMENT

We would like to thank Prof Shivadasini Amin for giving us the opportunity to undertake a
study on Dr. Ashwin Naik (CEO and co-founder, Vaatsalya hospitals) so that we can have a
understanding about his leadership style and motivational levels .

It will help us in studying the different leadership traits required to undertake a unique and
innovative initiative, it also enables us to learn about the unique work culture and the
organizational structure of the vaatsalya hospitals so that as a future managers we can apply
our knowledge and wisdom to innovate and turn difficult challenges into oppurtunities.
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TABLE OF CONTENTS

Serial no. Topics Page no.
1. Executive summary 8
2. Introduction 9
3. Personal thoughts and experiences 10
4. Vaatsalya hospitals 14
5. Leadership Analysis 19
6. References

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EXECUTIVE SUMMARY

Ashwin is the founder/CEO of Vaatsalya Healthcare, an award winning social enterprise,
focused on building a network of secondary care hospitals in Tier II and Tier III towns in
India. While 70% of Indias population lives in semi-urban and rural areas, majority of the
healthcare facilities are in Urban areas and not accessible to these families. Vaatsalya is
bridging this gap by building primary and secondary care hospitals in semi-urban and rural
areas.
Winner of the BiD Challenge India 2007 for the best business in development in India,
LRAMP Award for Innovation 2008, Sankalp Award for Social Enterprise 2009 and Frost &
Sullivan Healthcare Excellence Award 2010 for its innovative business model, Vaatsalya
currently has eight hospitals in Karnataka and three in Andhra Pradesh, totaling 750 + beds.
Vaatsalya is the largest hospital network of its kind in India with a mission to build a
nationwide network of hospitals across Tier II and Tier III towns. Recently AllWorld
Network has ranked Vaatsalya at no. 5 in its list of 25 fast growing companies in India and
Forbes Magazine has profiled Vaatsalya as one of the 5 hot startups to watch in 2011.



























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INTRODUCTION


Dr. Ashwin Naik launched Vaatsalya Healthcare, a network of secondary care hospitals in Tier II
and Tier III towns in India, after seeing the critical non-availability of proper healthcare facilities
and poor infrastructure,. His noble objective is to address the healthcare needs of the deprived lot
in India and his financially viable unique model with a significant social impact has been
globally lauded. His initiative saw a phenomenal support and growth and now with eight
hospitals in Karnataka and three in Andhra Pradesh, this is the largest hospital network of its
kind, totaling to more than 750 beds. Ashwin earned his MBBS from Karnatak Medical College
and a postgraduate degree from University of Houston, Texas. Vaatsalya is considered to be one
of the hottest startups in India and its efforts to bring in the most advanced medical services to
the small Indian towns have created a niche for itself in the market. He plans to build a network
of 50 hospitals in the next 4 years and cover Karnataka, Andhra Pradesh, and Maharashtra,
providing service to about 2 million middle and low income customers per year.

















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PERSONAL THOUGHTS AND EXPERIENCES

The inspiration behind starting Vaatsalya
Dr. Aswin Naik grew up in Hubli which is a small town in Karnataka. From his childhood he
observed small towns lacked good quality healthcare facilities; so patients had to travel a long
distance for receiving their treatment in larger cites. Moreover, not everyone could afford these
treatments. However he attributes his inspiration to two triggers
I went to the US to study. When I visited India, one of the main agenda was to take my parents
to a hospital for full check-up. My parents were in Dharwad, settled there after retirement. My
plan was to come to Bangalore, stay here for a week during which they will come and get the
check-up done. The fact that we had to come to Bangalore to do all this bothered me. That was
the first trigger.
After my graduation at Houston, I worked at a company Celera Genomics. This company was
doing something that is traditionally done by the government - sequencing the genome. It had
taken government 15 years to do it. And this guy came up and said we will do it in 3 years. I
realized that there is an opportunity of doing something faster, better in a corporate set-up. This
was the second trigger.
After completing his MBBS, he saw lot of his batch-mates moving to larger cities due to lack of
opportunities for the medical fraternity in smaller towns. Its ironic that 70% of Indian
population lives in semi-urban and rural areas, yet 80% of our healthcare facilities are available
only in metros.
To provide affordable healthcare solutions and to address healthcare industrys demand-supply
challenge, he along with Dr. Veerendra Hiremath setup Vaatsalya Healthcare, which is Indias
first hospital network focused on Tier II and Tier III towns.
He didnt have any list of pros and cons but from the very beginning He was clear that there was
a need for good hospitals in small towns. While starting out, he wanted to start a business that
was socially relevant, financial sustainable and addressed the healthcare sector in smaller towns.
In the beginning he thought of creating an infrastructural based business. Later he found there
was an even bigger opportunity in providing good quality healthcare services, since there was a
demand-supply mismatch in smaller towns. So, he decided to own and operate a network of
hospitals.


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Turning points of his journey
Dr Naik knew we had to figure out a lot of things, initially in his strategy, which was "shoot first
and ask questions later". He did that a few times and failed. he realized a lot things he is doing are
failing.

Take, for example, preventive care. Everybody talks about preventive care. It means going
regularly for health check-ups so that you can detect any issue early in the lifecycle. he thought
he will be the first one to do it in Hubli. People said - what kind of idiots are you? Here people
are suffering from malaria / dengue and you are saying preventive care.

Second one was the glossy tile idea. Interestingly, today,the hospital has glossy tiles in Hubli. But
it wasn't a good idea when they started as they realized that people don't enter if they see glossy
tiles. Their feeling is, "This is going to be expensive. They are wasting money on unnecessary
things.

Two years down the line they have set up two pilots, one hospital in Karwar and the other in
Gadag. And they have said they will try different models. Karwar was just a clinic and one or two
services. Gadag was a full- fledged twenty bed hospital - biggest unit we had then. Gadag model
turned out to be successful and we decided to replicate it in more places like Bijapur, Gulbarga etc.

Then they said - let's go south. When they came here they didn't find any real estate they could
afford. It was very expensive. So they decided to campaign. they wrote letters to doctors - "Happy
doctors day!" they got two calls - one was from Mandya and the other was from Hassan. The
doctors said,. I am a doctor and my children are not doctors. I have this hospital, do you want to
take it over?" Naik realized that this is a fantastic model. he decided to call all doctors whose
children are not doctors. they were targeting wrong real estate problem. Here is somebody with
the hospital set up and everything and nobody to take over the practice. Now they only talk to
people whose children are not doctors. We signed with one hospital in Hassan overnight. It also
gave them another big advantage. The doctor selling his hospital became vaatsalyas local
ambassador. They introduced Dr. Naik to more people.




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Healthcare for-profit enterprise instead of not-for-profit
Its easier to start a non-profit company but very difficult to sustain it and make a significant
impact. While developing the business model by studying the market, he realized he had to make
Vaatsalya a for-profit company to be able to sustain ourselves in the long run.
It was a tough call to make when he started out in 2005 but looking back he thinks it was a wise
decision to stay for-profit. The initiative kicked off with one hospital each in Hubli, Gadag and
Karwar and today there are 18 hospitals in Karnataka and Andhra Pradesh, all of which provide
affordable primary and secondary healthcare in Tier-II and Tier-III towns.

Vaatsalya: a very solid business model
In the initial years, Dr. Ashwin burned his hands and learned his lessons. What he started with is
very different from what the hospital is doing today. During this journey he has been fine-tuning
his model and today he has a model that can be executed at any location, once the hospital
decides to finalize it.
Hospitals arent build from scratch. Instead, an existing facility is identified in their target town,
acquired and then modified according to their requirements.
He does believe in using technology to carry out Vaatsalyas day-to-day activities, but we
consciously try to keep our equipment basic and not cutting-edge whenever possible. This helps
them to provide good healthcare facilities while keeping our pricing reasonable.
For creating a socially relevant and financially viable model for healthcare in India, Vaatsalya
was awarded the Porter Prize 2012.
Their unique business model fundamentally challenges the economic models in the healthcare
industry. The reason, I believe our model works very well is because we are focusing on Tier II
and Tier III towns and serving the majority, while all corporate hospitals are focusing on the
metro areas.
Actually, lot of doctors want to come back to smaller towns because they know their professional
growth will be slow in larger cities.





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His insights on building champions in the organization
Whenever we have a challenge. And we don't have a big challenge. We have small
challenges. For example, today our challenge is, "What is the ideal size of the bill we give it
to the customer?" One, it has implication on the cost front. Second, it should be informative.
We have identified a bunch of people who have completed certain number of years
irrespective of their domain or background - customer service, housekeeping etc. We give
that challenge to them. People come up with solutions. The authors of the selected solutions
become champions for future projects.

Right now we are putting together a process where every customer will get a call within 2 hours
of admission. Because we believe first few hours are critical. Getting that done is a major
challenge.
There has to be a back-office & a front-office etc. That is being run led by a person who is with us
for 3 years and he doesn't have that background. He is a doctor.

We have a monthly employee open house. This month we had a good suggestion from a
housekeeping person. He gets a certificate. His name will be in the newsletter.

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VAATSALYA HOSPITALS


All healthcare stalwarts underscore the importance of making healthcare more affordable and
accessible, but how many of them dare to address the lack of healthcare services in semi-urban
and rural areas? Not many! And thats why two doctor friends from Karnataka Medical College
(KMC), HubliDr Ashwin Naik and Dr Veerendra Hiremath have come in the limelight for
setting up Vaatsalya Healthcare Solutions a chain of hospitals in tier II and tier III cities.
Explains Dr Ashwin Naik, Founder and CEO of Vaatsalya, about the aim behind setting up the
social enterprise, While70 per cent of India stays in villages, healthcare services are
concentrated only in urban areas. To bridge this gap and make quality healthcare services
affordable and accessible in semi-urban and rural areas, we set up Vaatsalya.
They idea of catering healthcare to tier II and tier III cities, did not engender immediately after
graduating from KMC. Dr Naik went to the US for his Master's degree from the University of
Houston Texas followed by working in a leading genomics company in the US, while Dr
Hiremath graduated with a degree in Hospital Administration from PD Hinduja Hospital and was
working in Malaysia. In early 2004, when we both met after coming back to India, I proposed
the plan to Hiremath. He believed in it and we got started with Vaatsalya, says Dr Naik. By the
end of 2004, Vaatsalya was registered.
Rolling Out the First Centre
However, setting up low-cost hospitals in semi-urban and rural areas entailed multiple hurdles.
Initially, the challenges were financing, getting good clinical staff and establishing the proof of
concept. For financing, the duo was not sure of getting access to traditional means venture
capital or bank debt. We tapped into our network of NRI contacts, who were from small towns
and believed in the potential of Vaatsalya. They provided the initial capital to set up our first
unit, informs Dr Naik. Getting local doctors to join a start-up and the first private organised
entity in that region was also an uphill task. The duo had to initially tap into their personal
networks to slowly build the team.
Based on this initial funding from NRIs, the first centre was rolled out in the outskirts of Hubli in
2005. What was the reason for choosing Hubli, a regional town and one of the fastest developing
industrial hubs in Karnataka? The group felt that Hubli, which was devoid of good healthcare
facilities, could be an ideal testing ground for the innovative business model. The first centre
started with gynaecology, paediatrics, surgery and general medicine along with diabetes care and
physiotherapy, informs Dr Naik.
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Building an Empire
Once the first unit was commissioned, the group charted out an ambitious plan to spread its
tentacles. So, was expansion plan finalised before the first centre was rolled out? We had put
together a rough plan of establishing a network of hospitals and we did plan for growth, both
within the state and outside, from the very beginning, says Dr Naik. However, zeroing in on the
business model for expansion was crucial. It explored a slew of models in the beginning, ranging
from day care, OPD centre to 25-bed hospital. Eventually, it settled on the 25-40 bed hospital,
which it scaled up and now focuses on 70 beds in each hospital.
To expand its network, it soon received funding from social venture capital fundAavishkaar.
Thus, it established two more units in quick succession. Subsequently, it raised money from
Seedfund and Oasis Capital. The initial round was to expand the concept from one location to
two to three locations, and later rounds were to expand within the state of Karnataka and outside
it, says Dr Naik.
As of now, it has built 10 hospitals spread across Hubli, Gadag, Bijapur, Mandya, Hassan,
Mysore, Gulbarga and Shimoga in Karnataka and Vizianagaram and Narasannapetta in Andhra
Pradesh (AP). The centres are similar mid-sized hospitals with an average bed strength of about
70. Vizianagarama centre in AP is the largest centre with 122 beds, with 95 operational beds.
Innovative Model
One significant aspect of Vaatsalya is its low-cost business model which aims at providing high
quality medical services at an affordable price. It attains its low-cost model by controlling cost to
the maximum and by optimum utilisation of resources. It uses a no frills approach and invests
only in high quality medical equipment relevant to the specialties which it specialises in
obstretics, paediatrics, surgery and medicine. Moreover, it does not invest in the land and
building, which is leased on long-term basis or partnership with existing nursing homes. On the
operational front, we have very high utilisation of our services which help us to further reduce
the cost of providing care, explains Dr Naik.
The cost of setting up a new centre comes to Rs two crore. Vaatsalya uses two strategies for
expansiongreen field and brown field. The ratio of green field to brownfield is the same. Says
Dr V Renganathan, Co-Founder & VP, Alliance, Vaatsalya Healthcare Solutions, In the green
field strategy, Vaatsalya rents a space suitable for a hospital, remodels it for hospital purpose,
recruits the doctors, and starts operating. In the brown field, its partners with an existing
hospital, which usually has one or more star medicos having a good practice and in which the
building is owned by the doctor(s). As part of partnering, the hospital is rebranded as a Vaatsalya
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Hospital. It took Vaatsalya three years to attain breakeven for its first centre in Hubli primarily
because it was still in the learning phase. Today, a new centre could breakeven in about
eighteen months, says Dr Renganathan.
While all Vaatsalya hospitals focus on the core specialities of gynaecology, paediatrics, general
surgery and general medicine, sometimes depending on the unmet needs of the local
community specialised services like dialysis, intensive care units, paediatric surgery,
diabetology and neuro-surgery are added to the service portfolio. The doctors range from full
timers to visiting consultants. All of them are local. Currently, all the 10 centres put together
witness three lakh foot falls in its OPD, annually.
Marketing Strategies
Since it is frugal with its budget for marketing, it does not engage in print or TV media. In fact,
we dont have a separate marketing department. The business development team assumes the
role of marketing when needed. We rely on the word of mouth and we spend our money wisely
on health camps in and outside of the hospital. We think of innovative ways to serving the
community, even if we have no direct gains for us. Basically all our marketing activities are
about gaining or reinforcing the trust customers have in us, says Dr Renganathan.
It has partnered with Deshpande Foundation in their quest to improve healthcare in and around
Dharwad district of Karnataka. It is also partnering with nursing homes wherein the doctors
practicing in the nursing home join Vaatsalyas team and help expand the services offered. This
helps the doctors to focus on their clinical practice, while we take care of the administration
part, says Dr Naik.
The Impact
The hospitals have made tremendous impact. Vaatsalya opened its first NICU unit in Gadag with
just two beds some four years back. Today, the hospital in Gadag has 10 NICU beds, while there
are about 70 NICU beds in the entire network, which are nearly full all the time. Prior to
Vaatsalya, only a mission hospital in Gadag had a few NICU beds and thats for the entire
district with a population of one million population. People had to take their ailing newborns to
Hubli for treatment. The NICU charges in Hubli were high in addition to cost of transportation
and more importantly the time lost is a critical one. The first 24 hours of a neonate are critical
particularly, when they are pre-mature. Vaatsalyas NICU in Gadag has saved many newborns,
informs Dr Renganathan.
Similarly in Bijapur, the group started the first multi-specialty hospital of the district with a
dialysis centre. Prior to it, people had to travel to Solapur, which is 120 km from Bijapur. Our
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charged are 25 per cent less than Solapur and in addition, the patients save other incidental
expenses when seeking care in Solapur, says Dr Renganathan.
The Edge
Vaatsalyas efforts to take healthcare to the rural hinterland has received acclaim and it has been
bestowed with a slew of awards, ranging from Frost & Sullivan India, Excellence In Healthcare
Award, 2010, Rashtriya Samman Puraskar in 2010 for outstanding contribution in healthcare
sector, Sankalp Award for Social Entrepreneurship in 2009 for healthcare inclusion, LRAMP
award for grassroots innovation in 2008 and Business In Development Challenge India, 2007.
According to the founders, the reason Vaatsalya has been a resounding success is not because of
the range of services that it offers. In fact, in many centres it offers similar core services that
other hospitals in that area provide. The differentiator is that we are assuredly customer centric
compared to other hospitals. We overlay these services with a few specialised services such as
Neonatal ICU (NICU), ICU, and dialysis centres, says Dr Renganathan. Also, it keeps its prices
affordable and transparent. We dont overcharge because we have captive customers and they
have nowhere else to go, adds Dr Renganathan.
Planning for 60 Hospitals
Spurred by success, this Bangaluru-based company has devised an ambitious plan of taking the
count of hospitals from 10 at present to 60 spread across five states in the next three years.
However, our current target is in the range of 30-40 units across three to four states. This is
partly due to increasing size of our hospitals and due to our capability to expand into services
other than the core services, says Rocky Philip, Co-founder and VP-Business Development and
Marketing, Vaatsalya. It has started two units in AP and has plans for eight more in the state.
Our foray into Maharashtra would be from the next financial year. We would first start with
Nagpur, says Philip.
At this moment, it is involved in one more round of funding for spreading its tentacles outside
AP and Karnataka. However funding, unlike before, is not a hurdle anymore. In May, 2009,
Vaatsalya announced funding from Oasis Fund and Seedfund to expand hospital network across
India. The investment was led by Oasis Fund, a Luxemburg-based investment fund with a
successful track record of investing in emerging enterprises across the world. Existing investor,
Seedfund also participated in this round of funding. To a great extent, it has also surpassed the
other obstacle of getting good clinical acumen. We identify doctors who are from the region or
town in which we are setting up hospitals, who might have relocated to bigger towns for
professional reasons. Young doctors across the country want to go back to their communities,
rather than compete in a crowded space in the metros, says Dr Naik.
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Exploring Newer Business Models
With an endeavour to reduce maternal mortality and at the same time decrease the overall cost of
pregnancy care in villages, the group is foraying into birthing centres. As of now, two centres are
in the pipeline, costing Rs 10 lakh to Rs 12 lakh per centre. The first birthing centre is coming up
at Kotumachigein Gadag district and is located around 20 km from the Gadag town. The birthing
centre is spread over about 1,500 square feet and will have a labour room for two deliveries. The
delivery will be attended by a midwife. There is also an antenatal programme consisting of
consultations, diagnostics, and medicines. The first centre is slated to be operational in the next
two months.
Vaatsalya has also devised a micro-insurance scheme, for which it was seeking grant from the
Microinsurance Innovation facility, ILO, Switzerland. This insurance scheme leverages
Government's affordable scheme (Rs 450 for an APL family of five members and Rs 150 in the
case of BPL family), but adding discounted out-patient services such as doctor consultations,
diagnostics and drugs. This proposal was one of 10 finalists (only one of two from India) out of
100 proposals submitted internationally to Microinsurance Innovation Facility, ILO, informs Dr
Renganathan. With Vaatsalya failing to get the grant from ILO, it plans to find other resources to
launch this product.
The courage to reform coupled with ambitious plans and innovative ideas could surely change
the healthcare landscape of rural India.
When youre working in a big hospital in a larger city, you remain a junior doctor assisting the
senior ones. Like everyone, doctors too want growth in their career but in spite of gaining a good
amount of professional experience, they have to assist their seniors and hence their professional
growth may not be as fast as it would be in some other sectors.
To attract good quality doctors at Vaatsalya, first they try to find their itch and then provide them
with strong incentives to join their team and help them in realizing their mission.







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LEADERSHIP ANALYSIS

Since Leadership is The ability to influence a group toward the achievement of goals Dr Ashwin
Naik can be termed a leader as he has the lead the way his unique chain of hospitals vaatsalya
which provides quality healthcare to tier-2 and tier-3 city residents at a minimal price has
motivated many doctors to come back to their communities and serve them also the doctors dont
face the high level of competition they usually face in the big cities
Some of the Leadership Traits that Dr. Ashwin Naik Posses :
He was full of Ambition and energy as he had the concept already in his mind while
he was studying, also while after he has established 18 hospitals in the country he
intends to grow further and has planned for 60 new hospitals and after Andhra and
Karnataka wants to establish hospitals in Maharashtra as well, the success of his
organization has very much to do with his energy levels, as he is closely involved
with every unit and has been personally been involved in setting up of each unit he
still caters to every problem the hospital faces and works upon it tirelessly to solve it
as soon as possible

The desire to lead has been present in him from the beginning as he took this unique
initiative of opening chain of hospitals which provides quality healthcare to tier-2 and
tier-3 city residents at a minimal price While70 per cent of India stays in villages,
healthcare services are concentrated only in urban areas. Bridging this g this gap and
making quality healthcare services affordable and accessible in semi-urban and rural
areas was an innovative approach towards healthcare in india and Naik was the
pioneer of the concept

Ashwin Naik is nowhere short on Self-confidence as what he started was a risky
initiative and prior to this no such effort on this scale had ever been put up. Also he
had to face many challenges like getting accustomed to the beliefs and practices of
the rural people, the organization was short on budget and yet he was sure of
providing a better healthcare to the poor people
Ashwin Naiks Intelligence is also obvious from the fact that he chose Healthcare
for-profit enterprise instead of not-for-profit Its easier to start a non-profit
company but very difficult to sustain it and make a significant impact. While
developing the business model by studying the market, he realized he had to make
Vaatsalya a for-profit company to be able to sustain ourselves in the long run, so that
he can fulfill his aim of providing healthcare at nominal prices to the people.

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Dr. Ashwin Naik always had the job related knowledge as he earned his MBBS from
Karnatak Medical College and a postgraduate degree from University of Houston,
Texas. On top of that he has worked with hospitals and pharmaceutical companies
Job-relevant knowledge

The blake and mouton managerial grid
Dr. Ashwin Naik would get a score of about (6,4) on the managerial grid as he is more focused
on the optimization of resources to bring down the cost, because that is the essence of the
hospital, to provide good healthcare at minimal prices which means the operations of the
hospitals have to be efficient and cost effective
However, he has not neglected the employees, the employees are given profiles that are not
related to their background this goes as a challenge to them which keeps their job interesting and
dynamic, also employees are encouraged to provide solution to the problems and tackle problems
on their own, an open house meeting is kept very month inviting suggestion from the employees
and good suggestions are rewarded
This essentially means he is more of a production oriented leader.

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REFERENCES


http://www.nagpurentrepreneurs.com/entrepreneur-interviews/ashwin-naik-vaatsalya-
interview
Managing big bets: Dr. Ashwin Naik shares Vaatsalya experience by Dr. Vinay
Dabholkar, President, Catalign Innovation Consulting
http://www.changemakers.com/users/ashwin-naik
http://healthcare.financialexpress.com/201012/market08.shtm