When the COVID-19 pandemic struck, I found myself stepping into a role that I had never envisioned for myself so early in my career. The crisis demanded strong leadership, thrusting me into the position of Acting Head of Clinical Services Division at Addu Equatorial Hospital. Initially hesitant to embrace an administrative role, I leaned on the encouragement of our inspirational former CEO, Dr. Mohamed Solih, who saw the potential I had beyond bedside and helped me realise the broader impact I could have on the institution and our community. It was through his mentorship that I realised leadership isn't just about making decisions—it's about cultivating resilience and hope in times of uncertainty. 

My journey at Addu Equatorial Hospital began humbly as a clinical assistant, where I was fortunate enough to earn a scholarship to pursue my undergraduate medical degree. Upon my return, many advised me to seek opportunities in Male’, warning that my skills would atrophy, and my knowledge would fade if I remained. However, my father, deeply devoted to this island, urged me to stay. He explained that someone needed to take the reins, or the cycle would never be broken. 

It was a mere two years after I returned from postgraduate studies as a pediatrician that I had to wear dual hats, eventually stepping into the role of Medical Director. As the first person to hold this position at the hospital, I faced the daunting task of building a medical administration from the ground up. 

My initial challenges—forming a functional administrative structure and reorganizing clinical departments—were not just obstacles but opportunities to create systems that would streamline processes and enhance the hospital's functionality. Convincing doctors to embrace these changes required a delicate balance of firmness, motivation and support, and the results were well worth the effort. 

Managing a peripheral hospital like Addu Equatorial Hospital presents unique challenges, chief among them being the high turnover of doctors. As a government hospital with foreign doctors as the majority, issues such as low salaries and the lack of a promotional pathway—factors beyond our control—only exacerbate this problem. To address this challenge, I focused on creating a harmonious working environment where the ‘human’ aspect of management was prioritised. 

By fostering a culture of learning, growth, open honesty and accountability, we have been able to retain doctors for as long as possible and inspire them to do their best, ensuring that our community receives the care it deserves. 

Budgetary constraints often hinder our lofty ambitions, presenting obstacles at every turn. Despite these challenges, we remain persistent. It is our determination to navigate around these barriers that ultimately leads to gradual but meaningful progress. 

Over the past couple of years, we have achieved significant milestones. One of my proudest achievements is the introduction and building of a healthcare quality framework at the hospital. We began with no trained personnel or consultants, learning and figuring it out as we went. 

Establishing a quality-conscious culture among AEH staff has been a Herculean endeavor, but the results speak for themselves. Our now trained quality team facilitates continuous improvement initiatives with the mindset that where there is a will, there is a way. Creating and implementing multiple policies that were previously nonexistent in the hospital helped us streamline processes, making them more efficient and consistent across the board. Furthermore, we have strategically expanded our services to better meet the needs of our community. 

These achievements have had a profound impact on patient care and the hospital’s reputation. We’ve significantly reduced patient referrals to other facilities, while vastly improving patient outcomes and satisfaction. Where once patients had to go through a lot of trouble for specialized care, today we provide many of those services right here in Addu. We have gained public trust and confidence as a hospital that has undergone a remarkable transformation in just a few years. 

One of the most rewarding aspects of my tenure has been the patient stories we receive and the heartfelt appreciation our staff show at the time of their departure from AEH. Each positive outcome is a testament to our team’s hard work and dedication to improving healthcare delivery in our remote location. 

My tenure as Medical Director of Addu Equatorial Hospital has been a journey through both triumphs and challenges, driven by hope and resilience. I’ve learned that managing people is not even remotely close to managing patients—listening is key, and putting the needs of the institution before my own has been essential. As I look towards the future, I am filled with a renewed sense of purpose. The challenges we faced have shaped not only the hospital but me as a leader. Together, we will continue to push the boundaries of what is possible, proving that even in the periphery, excellence can flourish.