We are breaking barriers, empowering our customers – Dr. Olatokunboh Alli
Interview with Dr Ali of Leadway Health
HIT: Let us have you opinion about medical tourism
Dr. Alli: Thank you. Medical tourism has declined in the last couple of years in Nigeria as a result of so many factors. One, the supply side, which has to do with medical facilities, has improved a lot regarding the services we are able to offer in Nigeria. You have world class institutions people have set up in Nigeria. A lot of the medical needs that we usually travel out for are now easily accessible. Ailments such as kidney and liver transplants are being done in Nigeria now. We now have super tertiary healthcare facilities like Evercare, Euracare, Redington Pealon Memorial, First Cardiology, Marcel Ruth, Duchess and Lagoon Hospital.
What you have is that a lot of these hospitals now bring in these specialists in a reverse where instead of going there to bring specialists, they (the hospitals) bring those specialists from abroad and are able to set up operating theaters that mimic what you find abroad. And these surgeons are comfortable. The hospitals have quality assured facilities to say this is the type of facility you have in South Africa, the US, the UK. Those are the kinds of things that have reduced medical tourism in Nigeria.
The second thing is COVID-19. A lot of people realised that “you are on your own”. When you are stuck somewhere, you can’t go anywhere. That is part of what led to rapid development of that industry – the supply side. Another thing is people no longer have access to dollars. So if you want to go and do something in India or UK, the dollars may not be available to buy except through the black market. If you go to the black market, you will buy around ₦1,700/dollar. If you do the calculation, it will be quite expensive. That slows down medical tourism.
On our own part (the health insurance industry), when we sell international health insurance products where people have to pay in dollars, they don’t have it because dollars have become like diamond. It is sacred now. They will rather just take a local plan and access care in Nigeria than go abroad.
Even the overall chairman of the Leadway Group, Oye Hassan Odukale, aligns with me that look, all we need abroad is here in Nigeria. So a lot of people are not going out. People still do here and there though. Evercare has done a good job. There are other facilities that are springing up. There is one with about 150 bed facility outside of town as well. There are investments that have come into the space also.
With this dollar thing, it has made it less expensive to do it locally than going abroad.
HIT: Cut … with you have said now, it seems what people were paying for in the past was luxury and not necessarily because the care wasn’t there.
Dr. Alli: No, the care wasn’t here before. Some years ago, the care wasn’t here. The care just arrived here four five years ago. The likes of Euracare, Evercare, Duchess, Marcel Ruth, Redington, Lagoon Hospital, etc. and other investments coming up, a lot of people are coming back from diaspora to come and take position within the healthcare industry. There is the like of First Cardiology and other people that are setting standards.
HIT: Cut in…So the market is here to accommodate those investments?
Dr. Alli: Yes, with about 25 million people in Lagos and above 200 million in Nigeria.
HIT: Cut in…What about affordability?
Dr. Alli: Healthcare is the number one source of bankruptcy in the world. So it is not about affordability. Once health issue hits you, you have to act. I lost my mum last year to pancreatic cancer and we spent over ₦100m that year alone. Once it hits you, you will sell properties. The thing is the care should just be available.
That takes us back to health insurance. It is the only way to solve it. We just have to find that balance. It is two things: if we don’t look for the money, you will lose that patient. That is what eventually happens. Go through what they call bypass. Are you going to India to do it? You can do it at Evercare for the same price. So the thing is if you have to sell your property, your car to fund it. You will do it. That is the sad truth. It is not a case of affordability. Nobody can afford it. But it is what it is. You will look for the money.
HIT: It will also appear that overtime, like what happened with telecoms, with more investments, do you see the cost for health care coming down and becoming more affordable?
Dr. Alli: It is tough because it is not affordable anywhere in the world. The British system is broken down. The system has £140 billion dedicated to health only and it is six times the entire budget of Nigeria. In a nutshell, health care is not cheap. Even the Indians that have gotten it right have a lot of factors. Still, it is not cheap over there. They still pay quite a lot.
It is just somewhat cheaper than the Western world now. Maybe if it is in Nigeria it will be more 10 or 20 percent more expensive because of other factors like multiple taxes, cost of running businesses in Nigeria among others.
So those are the things that will make situation get better if the country gets better. If we grow economically, if we have electricity, if we are able to manufacture things ourselves, if government creates enabling environment, things might get better. Without that, it won’t be cheap. It is not cheap.
We are 20/30 percent higher than Indian today and they have huge population than us. They have also genetic issues that make them susceptible to heart problems. So a lot of them have heart issues. Their government is paying for a lot of things. And when you have a country with that pool of people, you will be able to create wealth.
Last year alone, they were able to export $1trillion in tech to many parts of the world. The same thing Saudi Arabia did in oil. It is major. With that you will have economic growth and money to support healthcare. That is what I tell Nigerians. We have to make sure the country gets better. Our GDP must get higher. We must be self-sufficient. We must do things for ourselves. We must create jobs. When people have jobs, we can do health insurance.
Someone comes and invests in factory and employs 5000 people; that is 5000 insurance lives. We are manufacturing something. We are exporting something that will give the country money. That is how to grow health insurance. We cannot just sit somewhere and say we want to do this or that. That is why I am surprised at the programme of NHIA. Where are they going to get money from? You are deceiving yourself if you think the money will come from the private sector.
The fact is there is no money here. We are all making losses. You can’t say you want to come and take what we have here. It can’t work. The government has to fund it. It is a fundamental human right. Why should people not have access to healthcare? But for government to fund it, government must be richer than it is now. We must do better in many areas like agriculture so we can feed ourselves. We must manufacture. It is not rocket science.
HIT: Let’s talk about Leadway Health. Take us through the journey.
Dr. Alli: It has been an interesting journey trying to create access to health insurance. I don’t believe people should go broke trying to get access to health care. I like what the UK system has done in the past where everybody has access to health care.
The negative side of it now is where people have to wait for long to receive health care and they are dyeing while they wait because people cannot fund health care. So there is up side and down side. So you just have to find a balance. In finding a balance, you have to have a mechanism of paying for health care and that mechanism is health insurance.
It is a global standard. Everybody who has tried has seen that it is the only way to go. How do you implement it? In a country like ours where you have public and private sectors and we can see the score card of the two sectors. You must understand that there must be some levels of private sector involvement in order for us to deliver this our goal.
The goal is clear: it is universal health coverage. We want as many people to gain access as possible. But there are also steps to take. Like they say, you must craw before you walk. In creating access, we need to make sure that we bring as many people into the pool as possible. What we are doing is more or less an advocacy journey where we are creating awareness.
This is what is important. This is the only way to finance health care. This is the only way to ensure we do not go broke. For us, we are like messengers and you can’t have too many messengers in a game. Today, we are like 60 registered HMOs who have about five million clients, depending on who is counting. That is less than 5% of the population. People say it is about eight or nine million or less. So it depends on who is counting. So we need as many hands on deck and as much structure as possible in order to attain this journey of universal health coverage.
Again, Leadway Health is not new to the industry. A lot of us, especially me and the managing team, have over 100 years combined experience working in health insurance industry in Nigeria. We felt like it was important to get to the right pedestals, the right brand to propagate this mission and vision of achieving and striving towards universal health coverage.
Back to the question: why Leadway Health? It is basically trying to ensure that we have the sort bandwagon to latch onto to propagate our vision and mission of achieving universal health coverage.
HIT: Within the two years, would you say the journey is easy or tough?
Dr. Alli: It has been an interesting journey. What is interesting about the journey is that we have done what no HMO has done ever in terms of speed to market, number of enrollees covered and in terms of service delivery to our customers as well. All of these can be measured especially in the number of enrollees covered within a short while.
I say to people that since we have been in this market, we have covered more enrollees than some of the HMOs that have been around for more than 10 years. Within two years, we have crossed the 100,000 mark, privately driven health insurance with quite a remarkable sum in premium as well. Well over 100,000 mark.
The journey has been interesting. It is new to people because it has really not been done before. I attribute it to the staff at Leadway Health, the management team, the team lead. We are driving ourselves over and beyond to ensure that we are where we are today.
HIT: Let us look at the vision and culture of Leadway Health. What is the vision that drives the company? How does this reflect in customer experience?
Companies will always have vision and mission where everybody will say we want to be excellent, we want to have relationship and so on. But in all honesty, what really drives our culture and the vision of this business is our focus on the customer. What we are selling is trust. We are selling trust. We are telling people that, look o, buy this thing, when you go to the hospital you will get excellent service. It is a trust. So in that regard, every strategy, every culture, everything that we do in this place is centered around the customer.
Our customer service is our key focus. Of all the themes in the business, it is the most important theme for us. We do not compromise it for anything. We go out of our ways for our customers. We run a business. It is a corporate business. We know it can be difficult to move things around.
Over the weekend, we had a patient that we had to rush to ICU in FMC Ebute Meta. Where are we going to get money from and it is cash and carry. That is a federal government facility that you will say they can do better. Guess what? They told us it is cash and carry. We have to transfer money from our personal pockets to the hospital just for that customer. So the culture we have imbibed here is customer first, customer focus. We tell our people, put yourself in the shoes of the customers before you act. If I was in this shoe, would I have done it this way? The customer is KING. I have no two strategies in this business beyond “how do I serve the customer better?”
Similarly, we are largely technology driven, largely technology focus and investment in technology runs into millions. In all honesty, we are only doing it for the customer. How do you make the customer’s life easy? Our mobile App is our single front door to the customer. On our App, you can do everything. You can view your card, add your dependents, request a hospital appointment; you can do telemedicine, you can approve your own care at the hospital, you can request drugs, you can do much on the App in the palm of your hand.
We are empowering the customers. When hospital submits a claim on your behalf, line by line items, you see them. You can come back to us and say “why did the hospital put this? I did not take it.” You know one of the issues with health care is the suppliers abuse the demands of the hospitals and asymmetry of information. Asymmetry of information means the customer doesn’t know what the hospital is doing for them. Do you know what that will cost? The prices will go up. It is one of the issues with health care anywhere.
We are breaking those barriers. We are empowering our customers. We are letting them know what is happening. They are seeing the diagnosis. They are seeing the billing. They can tell and say “I got generic and branded drugs”. That way, we are able to checkmate the suppliers as well. It is a sort of shared value model where giving value to the customers, giving value to ourselves and giving value to the providers. Because we would, by this model, increase the pool. Imagine a pool where out of 200 million Nigerians we can bring 40 million into the pool. Let us even start there.
Imagine the kind of full force that will mean at these providers’ locations? I tell the providers that “don’t let us drive up the cost and drive people out of this value chain. Don’t let us drive them to Baba Alagbo and things like that. Let us be smart about these things. Let us work across the entire value chain”.
Now, we are importing medications right and increasing the cost. People say when they manufacture it, it is still expensive. How do we drive down the cost? How do we make sure there is power? How do we ensure there is conducive environment? How do we ensure we are giving them land? In India, 20, 30 years ago, the government gave these people lands and told them not pay a kobo for 20 years. After 20 years, they still extended the moratorium. They built two or three hospitals with 5000 beds. Because why? They had the enabling environment. Government is not taxing the life out of them. Government is giving them tax break. They are giving the investors free lands. Do you know what it costs Evercare to put up that building? Or how much they spend on electricity? Electricity cost rising to ₦50million a month as at last year and before the introduction of Band A? How are they going to break even? It is a very tough one but we hope and pray that things get better as we go on.
HIT: Let us look at Leadway Health as a member of Leadway Group. Does the name Leadway help in your brand positioning and approach to the market?
Dr. Alli: That is where I was driving to when I said it is a sort of wagon to latch onto as a health business. Leadway is the biggest insurance group in the whole of West Africa. It is a 50 year old trusted brand. Their balance sheet is almost half a trillion. No other insurance brand has such a balance sheet in Nigeria. Even foreign brands that are in Nigeria don’t have such a balance sheet.
Partnering with Leadway, coming to start off with leadway brand felt like a match made in heaven. That is why we have so many people across the industry have come to join us at Leadway, to join this mission; to deepen the penetration of health insurance in Nigeria. I want to thank the Leadway Group for accepting to go on this journey. Because if they were a financial institution that is only interested in profit, health insurance is not the most profitable business in the world. Profit margin is between 5 and 10 percent on a good day. If you do five percent, you have even done very well. So it was clear to them before they came. But they felt it is like a call to serve. How can they give back to the society? What can we do to further impact this country that has given so much? That is why they came into health space. And they have just started.
Investment in healthcare is here. We are still going across the value chain. From supply side, distribution and the technology side of things as well as they grow. They have the financial strength and muscle. They are willing to do this for the country. I hope that their dream and aspiration for the healthcare space in the country will come to pass.
Leadway is the number one insurance brand in Nigeria. It is definitely a plus for us. To take this brand to the market as healthcare that people can trust.
HIT: Cut in…How strong is the trust?
Dr. Alli: Very strong. That is what led to where we are. To cover 100,000 lives in just two years is a big deal. If you check the industry, you will see private lives are not as common as what we have done. A lot of HMOs are government driven and government led HMOs.
HIT: What is the market focus of Leadway?
Dr. Alli: To be honest with you, we came into the market with mission to serve the entire market. Not just the corporate and SMEs but also retiree who are elderly and individuals who might not be part of corporate group but who have decided to get some level of health insurance. That is basically our focus. Today, we have about 95 percent corporate (business). However, insurance being a game of numbers, we prefer to onboard in groups. But imagine we can increase our labour force as a country to 40 percent from 20 percent that it is today, we would have created 30 million jobs; that is 30 million health insurance lives.
So our market is largely corporate. With the economic growth, if we build the right infrastructure and the right enabling environment, we will largely create groups that can come under health insurance. For instance, if there is a company that is into agriculture with 2000 farmers working for them, that is a group. I usually differentiate between corporate and groups. We do groups. It is not only that we focus on the corporate. We want a situation whereby we have inclusive portfolio with focus on groups. Today, we have products for everybody. Senior citizens, individuals, groups, corporate, SMEs. We have a bouquet for everybody.
HIT: Let us look at the industry that is almost two decades in the country but only about 5 percent of the population is covered. Why do you think this is so and what innovation is Leadway Health bringing to shore up enrollee rates?
Dr. Alli: Twenty years is not a long time. But my hope is that, like other industries, there might be a start-up period where there is rapid growth as soon as a lot of things have been put in place to create that rapid growth within the industry. We are moving in the right direction. Even though it is imperfect, the NHIA Act that has just been passed is a step in the right direction. Health insurance is previously not compulsory in Nigeria. Today, it is now compulsory. Between 1970 and 2012, they had about 30-35 percent health insurance coverage in the US.
When Obamacare was passed 2012/2013, between then and now, coverage has gone up to 90 percent. So I am hopeful that in our time, we will get to 50 percent of our population covered under some form of health insurance. It is a tough call but I feel the people that are in the industry today, both in the private and public sectors, have what it takes to get us to that promised land.
South Africa today has only 9 percent coverage. They have not even been able to pass the law yet. So we are getting there. Health insurance is the most complicated sector in the world. Nothing is more complicated. You hear stories from South East Asia, South America. It is the same thing. Achieving a universal health coverage is a tough nut to crack especially because of the financial implications.
Countries who have done successfully like the German Model, the Danish Model, there has been a balance between private sector and public sector. It is not very easy but I think it is attainable. I am certain we can do 50 percent coverage level before 2030.
HIT: Cut in… What would you attribute that to?
Dr. Alli: First of all, I will attribute it to the law. There is nothing that can be done anywhere in the world without government’s interest and persuasion. Technology will also enable this growth. 50 percentage in a decade is doable. With the right people and resources in place.
Q: There is the view that we have a proliferation of or too many HMOs in the industry. How do you hope to survive the stiff competition?
I don’t think Leadway Health is a new entrant any longer. We are already in the top 10 of HMOs in Nigeria within. I don’t think there are too many HMOs. With 60-70 HMOs and coverage of 10 million people, the sky is our take-of point. I don’t think we can do it alone either. I feel like we need more HMOs even though people do not believe that is the case. Some schools of thought think that HMOs are not adequately capitalized.
While I agree that we need more investment in the industry, I feel like once we get our regulatory issues right and we have a regulator that is ready to grow the industry, things will get better. First, serious regulator wants serious players. Remember the banking sector and the regulation which created mergers and acquisitions. The minimum share capital in health insurance industry is ₦400m (for a national HMO). It should be taken to ₦2b or ₦3b. You will have people with deep pockets who understand the value of healthcare and want to create social impact come into the industry. Have organizations focus on regions. Create an enabling environment in those places where you can stimulate economic growth.
Imagine we have a hub in Zamfarathat employs 100,000 people or farmers that will create products for export. You will situate an HMO there; situate a pharmacy and hospital chain serving the people. So, it is all tied together. The country must prosper. That we are too many HMOs is a lie. Maybe too few for the financial inclusion that we have today. Outside of that, we need more HMOs. Even if you assume one million lives per HMO, how many will that give us? Maybe 200 HMOs.
HIT: Considering the passage of NHIA, what effect do you think it will have on the industry, and how is Leadway Health bracing up for it?
As I said, the most crucial aspect of the law is that health insurance is now compulsory. The next thing is implementation, monitoring and evaluating how things play out. There are advantages and disadvantages. The benefits are a whole lot. The guideline has not been set. The draft is out. As of this week, HMCAN has sent recommendations on how we think or believe this health insurance law should be implemented. I am a member of HMCAN, so I cannot speak as regards our positions, but our part is out, and we are discussing with the Regulator. So hopefully, everything we have put on paper will be reviewed. That is one way we will be able to drive a successful implementation. You can put in place laws but if you do not put in place guidelines on what you need to do, it will die an early death. I was somewhere last weekend, and someone told me a story about Sri Lanka, where the law was passed eight years ago, and nothing has been done until today. Some people invested because of the law, which made it compulsory, and they lost $20m. So, I am excited about NHIA. I hope and pray it is implemented in the right direction. If that is done, my hope of 50 million lives by 2030 years will be realized.
HIT: Looking at our health indices, how do you think the new law can help us to move up on the human development index?
This new law is driving towards one goal: universal health coverage. I have described the situation in the US, where the law has driven it up. It is such that if you can’t take any health plan, you will pay a fine. That is how bad it is. If you will pay the penalty higher than a plan, it is better for you to take it. The only way to finance healthcare is by health insurance. If you drive universal health coverage, you are aggregating demand. Once you aggregate enough demand, you have aggregated capital for the supply side. Imagine a situation whereby you are paying capitation to a provider; you are giving the provider capital to invest in the business to grow infrastructure and provide better service.
Coming from that angle, your indices will get better automatically. The capital you have aggregated will be channeled to the provider side, focusing on quality and affordable care and accessibility to care. With the money you are earning, you can fund the primary health centres, and secondary and tertiary healthcare centres, paying people for services. That way, you can reduce your cost eventually.
You will create intervention funds as well. You give to pharmaceutical companies interested in manufacturing. So we won’t need to import medications again. We don’t need to import syringes again. Today, the largest syringe factory in Africa is on Lagos-Ibadan expressway. Once you can help people like that manage their production cost, power is low, and the cost of raw material is down, we will eventually bring down the cost. Once we bring down the price, you create access to affordable healthcare. Once healthcare costs are reasonable and the quality is there, our indices will go up.
It is an exciting time for me to be in this industry. I feel strongly that we are just getting started. I believe the next decade is going to be very pivotal.
I think we will be marking a remarkable number by 2030. I am very optimistic about that. Once we have a stable democracy, the politicians will see that the voice of the people is the voice of God. The voice matters, and they are going to take us more seriously. By so doing, they will ensure that we have enabling environment. And once you have that, there will be economic growth. Once we have economic growth, the sky is our limit.
I hope we have God-fearing people at the helm of affairs. Imagine the money we wasted on subsidies. We are subsidising our neighbours like Niger and Benin. Just imagine we take that away and put it in healthcare.
HIT: Let us look at delayed or non-payment of medical claims by HMOs. How does your organization avoid this?
That is where we have a problem with regulation in the market. Regulation is not very strong. We have issues with those HMOs that are not paying providers, which has become a big issue for us. It is a reputational issue for us in the industry.
At Leadway Health, we set out to be different. We are paying providers in 24 hours. If you submit your bill, we will pay you the next day. Technology has allowed us to do that. We set out to create a legacy of prompt claims payment. We don’t wait for our providers to submit their bills. We chase them so we can pay them. We have key performance indicators (KPIs) here where nothing can stay on our portal for more than five days. When you submit your claims, someone checks every day until it gets paid. The maximum is five days. Some people still get paid in 24 hours.
We are set up to be different but we don’t want to be alone on this journey. We want it to be an industry-wide thing. We want all HMOs to win back our trust from providers. We want a situation where everyone can be on the same page. Not just for our sake. We are not being selfish about this. We want to do it together. Part of what we can do is for the regulator to step up to the plate. I am not saying the regulator should wield the big stick at industry players. No! Let them ensure that HMOs have enough capital, are solvent, and have the required technology, processes, and people to ensure that we do not default on our promise to the providers and our customers, which is the most important.
We are destroying the reputation of our industry when HMOs are not paying the providers. When some HMOs don’t pay the providers, they will generalize all of us as an industry. That needs to be checked. Even if the providers themselves sign on HMOs, they will not ask whether the HMOs have NHIA licenses. But when they don’t pay you, you now rub it on the reputation of those willing and ready to do business. It is not fair at all.
As I said, we are one of the fastest-paying HMOs in the country today. We are paying 24 hours, 48 hours. The maximum is five days.
HIT: Cut in…That is quite impressive. Earlier on you referenced the fact that Leadway is active member of HMCAN. Speaking to the reputational issues, we still have HMOs, whether licensed or unlicensed, meeting their financial obligations to the providers. Does HMCAN have certain internal mechanism through which they check their member HMOs to ensure that they fulfill obligations?
Yes. I must commend the HMCAN body for its outstanding work in driving this industry and pushing it forward. I can say that where we are today as an industry, much credit must be given to HMCAN and its founding fathers. The Ladi Awosikas, whom I am very grateful to have as my Board Chairman; men like that have put it all on the line to bring this industry to where it is today. You don’t want to hear the stories of what they have done in the last 20 years.
The only thing we can do for them to immortalize their legacies is to ensure that we take it to this 50 per cent mark within the next decade and that they see it in their lifetime that these people they have handed the industry to who are driving this industry are living up to their expectations, dreams, aspirations and ensuring that we are doing good for the industry as a whole..
HIT: Regarding feedback, what feedback do you get from your customers?
Our customers have been wowed by the kind of service they have received so far. There are glitches here and there, but by and large, we achieved a 95 per cent satisfaction rate from our customers. We have some of the most innovative services and customer touch point that no other HMO has. Technology enables us to know when a customer is walking into a hospital. We are reaching out to the customers proactively. It is an industry first.
So technology is helping and enabling us a lot. We can tell how long a customer has stayed in the hospital.
Our system has a GPS tracking device that can tell us when you have walked in and out of the hospital. These are the things we have brought that no one else is doing. And we are willing to share this innovation across the industry so that we can grow the industry.
We must expand the pie. The whole industry today is about ₦200bn in premium terms. This is an industry with the potential to write ₦2trillion in premium. That is ten times the current value. So how are we not competing? We are at a stage where we need to cooperate as an industry. Two hundred HMOs at one million lives each; we are just starting. We shouldn’t compete now.
We should ask how we can grow this ₦200billion to ₦2trillion as an industry. Let us stop taking from ourselves at price crashing (rate cutting). We need to stop it! We must look into it as an industry and ensure we grow it. I can tell you we have been at ₦200-₦250bn mark for the last five years. Let us put things in place and come together. I agree with the government that this is going to be private-sector driven.
HIT: Let us look at the future of Leadway Health. What does it hold? What should the market expect?
Exponential Growth. We like to keep it simple. We are on 100,000-plus lives now; we want to get to one million. How do we get to one million lives? That is what keeps us awake every single night. I firmly believe that we cannot do it alone. I think we can all get to one million lives together.
Let us deploy the technology. Let us share notes. What kind of AI and RPA systems can we deploy and share among ourselves? What type of information can we share to grow together? Do we have a master actuaries/ actuarial scientists that can tell us what our risk profiles are as an industry?
Can I tell you this technology is working for me, and this is not working for me? Our goal is how do I get to one million lives? We need the right processes, technology, people and systems. That is what the future holds for us. How do we become number one in customer service delivery? How do I become the best in what I do- serving my customers? I am not running just to be the biggest, but I want to be the biggest with the best solutions and technology-driven service. And I suspect that we may become the biggest while trying to be the best.
HIT: Cut in… Are you not afraid that you are willing to share your trade secret, which is your technology with your competitors?
Far from it, I am not afraid. As I said, we are not competing. At ₦200bn gross premium written, the industry is just starting; we are not competing. In a decade, this industry has the potential to be ₦2trillion easily. Maybe we will begin to compete when we get to that ₦2trillion.
I don’t believe we are competing; I share information with my peers every time in other major HMOs. I used to be at AXA Mansard, and I still have a good relationship with my former boss. My other former boss and mentor is now a founder and owner of Bastion Health, another fast-growing HMO in Nigeria.
I still enjoy an excellent relationship with my former bosses. Let us look at the big picture. In the coming year, we will champion a movement where like-minded HMOs can work together to create the proper awareness to move the industry forward. We can educate people about the benefits of health insurance and drive this industry forward. It is crucial that we grow as an industry.
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