Dr (Maj) Pankaj N Surange: Leading The Future Of Interventional Pain Management With Cuttingedge Techniques
Dr (Maj) Pankaj N Surange
Managing Director & CEO
Established in 2012, IPSC India, a unit of Surange Healthcare North India Pvt. Ltd, is a state-of-the-art center of excellence dedicated to providing top-tier Chronic pain solutions for spine and Joint care. With a commitment to evidence-based treatments, IPSC has treated over 60,000 patients and trained more than 1,500 doctors globally. Dr Surange, a graduate of GR Medical College, Gwalior, and a veteran of the Indian Army, specialized in Anesthesiology and Interventional Pain Medicine.
His extensive training, including fellow ships in Spine Endoscopy from Germany and Korea, and an Advanced Healthcare Manage-ment Program from the Indian School of Business, helped him lay the foundation for IPSC. His journey from a medical officer in the Army to becoming a renowned Pain and Spine Specialist is a testament to his leadership and vision in transforming healthcare practices in India. Let’s read on.
With over 27 years of experience, what has been your journey to success, and what would you consider your key to achieving it?
The journey has been full of ups and downs, as I opted for a path that involved building a specialty in India that was still emerging and not widely recognized. I made the bold decision to leave secure, well-paying roles to establish my own practice, since hospitals were not yet ready to set up Pain Medicine departments. My key to success has been a relentless focus on mastering my field and remaining at the forefront by incorporating the latest innovations.
How are you utilizing health information technologies to support decision-making and investigations in healthcare? What are some of the latest tools the hospital has implemented for both diagnostic and treatment purposes?
In healthcare, preventing errors and ensuring accurate docu-
mentation are essential, and we've prioritized these aspects in all of our upcoming hospitals. To scale effectively, it's critical to establish robust protocols and processes. However, despite ongoing training efforts, errors can still occur, which can affect patient care and the hospital’s reputation. To tackle this, we’ve developed an inhouse Hospital Information System (HIS) that automates workflows and ensures smooth coordination between different departments.
This system standardizes digital prescriptions, progress notes, and medication orders with mandatory fields, helping to minimize human error and maintain consistency in patient care. Furthermore, we are consistently upgrading our hospitals with the latest Minimally Invasive technologies for both diagnostic and clinical management, ensuring that we provide state-ofthe-art treatments to our patients.
What are the current challenges preventing individuals from making healthier lifestyle choices? Additionally, what solutions can help encourage people to make better decisions?
The current challenges preventing people from making healthy lifestyle choices stem from a variety of factors, including the demands of a fast-paced life, time constraints, mis information, and heightened stress levels. The availability of convenient but unhealthy food options, sedentary behaviors encouraged by technology, and the overwhelming mix of conflicting health advice make it harder for individuals to prioritize their health.
Regulatory policies also contribute to these challenges. While medical specialists and super-specialists are bound by strict regulations that limit how they can promote their services, non-medical professionals often operate with fewer restrictions, even though they may offer treatments without scientific backing. This creates a disparity, where legitimate, evidence-based healthcare is constrained, while unproven treatments are freely marketed.
Furthermore, the rapid expansion of the healthcare industry is attracting many non-medical professionals who lack the proper understanding of healthcare and training in patient care. This leads to compromised treatment and the spread of misinformation, leaving the public confused about what constitutes safe and effective healthcare.
Can you share your approach to leadership? What principles or strategies guide you in your role as a leader?
Dr (Maj) Pankaj N Surange exemplifies innovation and dedi- cation, transforming pain management with cutting-edge techniques and compassionate care
This system standardizes digital prescriptions, progress notes, and medication orders with mandatory fields, helping to minimize human error and maintain consistency in patient care. Furthermore, we are consistently upgrading our hospitals with the latest Minimally Invasive technologies for both diagnostic and clinical management, ensuring that we provide state-ofthe-art treatments to our patients.
What are the current challenges preventing individuals from making healthier lifestyle choices? Additionally, what solutions can help encourage people to make better decisions?
The current challenges preventing people from making healthy lifestyle choices stem from a variety of factors, including the demands of a fast-paced life, time constraints, mis information, and heightened stress levels. The availability of convenient but unhealthy food options, sedentary behaviors encouraged by technology, and the overwhelming mix of conflicting health advice make it harder for individuals to prioritize their health.
Regulatory policies also contribute to these challenges. While medical specialists and super-specialists are bound by strict regulations that limit how they can promote their services, non-medical professionals often operate with fewer restrictions, even though they may offer treatments without scientific backing. This creates a disparity, where legitimate, evidence-based healthcare is constrained, while unproven treatments are freely marketed.
Furthermore, the rapid expansion of the healthcare industry is attracting many non-medical professionals who lack the proper understanding of healthcare and training in patient care. This leads to compromised treatment and the spread of misinformation, leaving the public confused about what constitutes safe and effective healthcare.
Can you share your approach to leadership? What principles or strategies guide you in your role as a leader?
I believe that to effectively lead a
business or venture, a leader must have a comprehensive understanding of every aspect of the organization. While you may not be involved in every task, it’s crucial to have a deep awareness of each area to manage effectively. Some argue that top management should avoid micromanaging, but I think that in the early stages of growth, micromanagement is essential to build a productive and cohesive work environment. This hands-on approach helps establish a strong foundation and ensures the right processes are in place for future expansion.
Moreover, I don’t hold onto employees who choose to leave, except for a few key individuals. Identifying these key people and investing in their growth is critical, as they are the ones who can lead the organization forward. By doing so, the business maintains stability while nurturing a culture of growth and opportunity.
What is the ultimate goal or direction you're aiming for in the future?
I’ve developed a single-specialty model that addresses chronic pain through a step-by-step, multi-modal approach. Our focus is on minimally invasive, day-care, and short stay procedures, while also offering surgical options when necessary. The model is designed to maintain strong gross margins, which, with increased operational capacity, will lead to improved EBITDA margins.
After successfully completing initial testing and assessments, the business has now reached a stage where we have a solid understanding of its management. We are now preparing to expand, with plans to open five additional hospitals as part of the first phase of expansion into other cities.
Given your extensive experience in the industry, what advice would you offer to the next generation of healthcare leaders?
Doctor-entrepreneurs should step up and take a leading role in healthcare management. As medical professionals, no one understands the needs of patients better than we do, making us the best equipped to lead healthcare businesses. In addition to our entrepreneurial drive, we also carry the responsibility of ensuring that quality care and ethical practices are always prioritized in our healthcare ventures. Balancing these aspects is crucial to the success and integrity of the industry.
Dr(Maj) Pankaj N Surange, Managing Director & CEO, IPSC
Dr (Maj) Pankaj N Surange is the Managing Director and CEO of IPSC Pain and Spine Hospitals with over two decades of experience in Interventional pain management and spine care. A highly trained specialist, he’s dedicated to advancing healthcare practices in India.
business or venture, a leader must have a comprehensive understanding of every aspect of the organization. While you may not be involved in every task, it’s crucial to have a deep awareness of each area to manage effectively. Some argue that top management should avoid micromanaging, but I think that in the early stages of growth, micromanagement is essential to build a productive and cohesive work environment. This hands-on approach helps establish a strong foundation and ensures the right processes are in place for future expansion.
Moreover, I don’t hold onto employees who choose to leave, except for a few key individuals. Identifying these key people and investing in their growth is critical, as they are the ones who can lead the organization forward. By doing so, the business maintains stability while nurturing a culture of growth and opportunity.
What is the ultimate goal or direction you're aiming for in the future?
I’ve developed a single-specialty model that addresses chronic pain through a step-by-step, multi-modal approach. Our focus is on minimally invasive, day-care, and short stay procedures, while also offering surgical options when necessary. The model is designed to maintain strong gross margins, which, with increased operational capacity, will lead to improved EBITDA margins.
After successfully completing initial testing and assessments, the business has now reached a stage where we have a solid understanding of its management. We are now preparing to expand, with plans to open five additional hospitals as part of the first phase of expansion into other cities.
Given your extensive experience in the industry, what advice would you offer to the next generation of healthcare leaders?
Doctor-entrepreneurs should step up and take a leading role in healthcare management. As medical professionals, no one understands the needs of patients better than we do, making us the best equipped to lead healthcare businesses. In addition to our entrepreneurial drive, we also carry the responsibility of ensuring that quality care and ethical practices are always prioritized in our healthcare ventures. Balancing these aspects is crucial to the success and integrity of the industry.
Dr(Maj) Pankaj N Surange, Managing Director & CEO, IPSC
Dr (Maj) Pankaj N Surange is the Managing Director and CEO of IPSC Pain and Spine Hospitals with over two decades of experience in Interventional pain management and spine care. A highly trained specialist, he’s dedicated to advancing healthcare practices in India.