Dr Sujit Paul : Redefining Healthcare With Innovation & Inclusivity
Dr Sujit Paul
Group CEO
They must navigate the complexities of regulation, patient needsand technological disruption while building sustainable organizations that can respond to evolving healthcare challenges.
A successful healthcare CEO is not only a business leader, but also a steward of public health, working to bridge gaps between medical advancements and the communities that need them most.
Dr Sujit Paul, Group CEO of Zota Healthcare, exemplifies this balance of vision and execution. With nearly three decades of experience in healthcare and pharmaceuticals, his journey more ago across both the healthcare professional (HCP) and pharmaceutical sectors.
Among his early experiences, he recalls his interactions with healthcare professionals as the most formative, instilling in him a deep respect for accessibility, afford ability, and innovation as guiding principles.
These values became the cornerstone of his leadership at Zota Healthcare, where he has worked towards addressing India’s pressing healthcare needs. Under his stewardship, Zota’s retail arm, Davaindia, grew into India’s largest generic medicine retail chain, reaching hundreds of cities and towns.
This expansion was not merely about scale but about ensuring that quality medicines could be accessed by patients at affordable prices, a critical step toward democratizing healthcare.
Dr Paul has also steered Davaindia into the digital era, introducing technology-enabled solutions that have transformed patient care and internal operations.
By integrating digital health platforms and AI-enabled processes, he has ensured that the company stays ahead of the curve, improving both patient outcomes and organizational efficiency.
Through his leadership, Dr Sujit Paul reflects the evolving role of the healthcare CEO: some one who drives innovation while keeping the mission of accessible and affordable healthcare at the heart of every decision. Let’s hear more from him.
Describe your leadership approach. What are the guidelines or methodologies you follow as a leader?
At its foundation, my leadership approach is rooted in an inclusive vision. I see my role as enabling people to embrace and nurture their commitment to that shared purpose. I believe decisions must be made with empathy, actions carried out with accountability, and conversations approached with openness. These values shape both my mindset and my methods. I also resonate strongly with the “leader-as-a coach” philosophy, one that encourages leaders to act as mentors and guides rather than mere supervisors.
What are the quality control measures you have adopted in the organisation to deliver high-standard quality pro - ducts in the industry?
In healthcare, quality is a non-negotiable priority. At Dava india, this commitment translates into robust and clearly defined quality control systems across both manufacturing and sales functions. Our operations are ISO and WHO-GMP certified, reflecting adherence to internationally recognized best practices. Product testing is not limited to a single stage but is an ongoing process that spans the entire value chain, from sourcing raw materials to production, and finally, to the release of the finished product. To maintain consistency and reliability, a dedicated Quality Assurance (QA) team oversees every step, ensuring that the highest standards are met without compromise.
How do you make certain that growth strategies are in harmony with the overall goals and vision of the company?
At Davaindia, every growth initiative is anchored to a single overarching purpose: delivering affordable, accessible, and high-quality healthcare to all.
Ensuring that strategies align with this vision begins with a firm commitment to uncompromising quality. From manufacturing through retail, we follow comprehensive quality control frameworks that uphold global benchmarks. Our ISO and WHO-GMP certifications reflect this adherence to best practices. Importantly, quality assurance is not treated as a one-time step but as a continuous process, covering procurement of raw materials, production, and the release of finished products. A specialized Quality Assurance (QA) team monitors every stage, ensuring consistency and reliability. This discipline ensures that while we pursue growth, we never deviate from our core mission of making healthcare both accessible and trust worthy.
At its foundation, my leadership approach is rooted in an inclusive vision. I see my role as enabling people to embrace and nurture their commitment to that shared purpose. I believe decisions must be made with empathy, actions carried out with accountability, and conversations approached with openness. These values shape both my mindset and my methods. I also resonate strongly with the “leader-as-a coach” philosophy, one that encourages leaders to act as mentors and guides rather than mere supervisors.
We are investing in AI-powered predictive analytics, digital health platforms, and tele -medicine services to create inte grated care ecosystems that not only improve patient out-comes but also redefine the way health- care is delivered
What are the quality control measures you have adopted in the organisation to deliver high-standard quality pro - ducts in the industry?
In healthcare, quality is a non-negotiable priority. At Dava india, this commitment translates into robust and clearly defined quality control systems across both manufacturing and sales functions. Our operations are ISO and WHO-GMP certified, reflecting adherence to internationally recognized best practices. Product testing is not limited to a single stage but is an ongoing process that spans the entire value chain, from sourcing raw materials to production, and finally, to the release of the finished product. To maintain consistency and reliability, a dedicated Quality Assurance (QA) team oversees every step, ensuring that the highest standards are met without compromise.
How do you make certain that growth strategies are in harmony with the overall goals and vision of the company?
At Davaindia, every growth initiative is anchored to a single overarching purpose: delivering affordable, accessible, and high-quality healthcare to all.
Ensuring that strategies align with this vision begins with a firm commitment to uncompromising quality. From manufacturing through retail, we follow comprehensive quality control frameworks that uphold global benchmarks. Our ISO and WHO-GMP certifications reflect this adherence to best practices. Importantly, quality assurance is not treated as a one-time step but as a continuous process, covering procurement of raw materials, production, and the release of finished products. A specialized Quality Assurance (QA) team monitors every stage, ensuring consistency and reliability. This discipline ensures that while we pursue growth, we never deviate from our core mission of making healthcare both accessible and trust worthy.
How do you keep yourself up-to-date with ongoing industry trends to steer your organisation towards the future?
The healthcare and pharmaceutical sectors are evolving at a rapid pace, particularly with the integration of new technologies. To stay ahead, I dedicate time to reviewing the latest research, regulatory updates, and market intelligence reports. Within the organisation, I encourage knowledge-sharing sessions where teams present new developments they have come across, fostering a culture of collective learning. Beyond industry specific updates, I also closely track broader techno-logical disruptions, as these innovations are increasingly shaping healthcare delivery models. By combining these insights, I am able to anticipate changes early and position Davaindia strategically for the future.
What is the future destination you are heading towards?
While our goals are ambitious, they are firmly anchored by a clear mission. In India, we aim to expand Davaindia’s presence to every corner of the country, including the most remote rural regions, ensuring that affordable generic medicines are accessible to all. Globally, we are preparing to enter new markets with our high-quality and cost-effective pharma -ceutical products. Looking ahead, technology will continue to be a central driver of our journey. We are investing in AI-powered predictive analytics, digital health platforms, and telemedicine services to create integrated care ecosystems that not only improve patient outcomes but also redefine the way healthcare is delivered.
Based on your extensive experience in the industry, what advice would you give to aspiring leaders in the field?
My advice to emerging leaders is simple yet vital: lead with purpose. Healthcare is unlike any other sector, it carries not just financial challenges but also profound moral responsibilities. Every product developed and every policy implemented has a direct impact on a patient’s life, which makes empathy an essential foundation of leadership in this field. Success in healthcare requires balancing business growth with the responsibility to improve lives. Leadership, therefore, is not defined by titles or authority, but by the ability to create a lasting legacy, one that serves society while strengthening the organisation.
Dr Sujit Paul, Group CEO, Zota Healthcare
Dr Sujit Paul is the Group CEO of Zota Healthcare ltd, bringing nearly 3 decades of experience in healthcare, pharmaceuticals, and retail. He has led brands like Reliance Retail and Apollo Pharmacy, and today drives Zota’s mission of affordable, accessible healthcare through Davaindia’s expansion, digital health innovations, and global growth initiatives.
The healthcare and pharmaceutical sectors are evolving at a rapid pace, particularly with the integration of new technologies. To stay ahead, I dedicate time to reviewing the latest research, regulatory updates, and market intelligence reports. Within the organisation, I encourage knowledge-sharing sessions where teams present new developments they have come across, fostering a culture of collective learning. Beyond industry specific updates, I also closely track broader techno-logical disruptions, as these innovations are increasingly shaping healthcare delivery models. By combining these insights, I am able to anticipate changes early and position Davaindia strategically for the future.
What is the future destination you are heading towards?
While our goals are ambitious, they are firmly anchored by a clear mission. In India, we aim to expand Davaindia’s presence to every corner of the country, including the most remote rural regions, ensuring that affordable generic medicines are accessible to all. Globally, we are preparing to enter new markets with our high-quality and cost-effective pharma -ceutical products. Looking ahead, technology will continue to be a central driver of our journey. We are investing in AI-powered predictive analytics, digital health platforms, and telemedicine services to create integrated care ecosystems that not only improve patient outcomes but also redefine the way healthcare is delivered.
Based on your extensive experience in the industry, what advice would you give to aspiring leaders in the field?
My advice to emerging leaders is simple yet vital: lead with purpose. Healthcare is unlike any other sector, it carries not just financial challenges but also profound moral responsibilities. Every product developed and every policy implemented has a direct impact on a patient’s life, which makes empathy an essential foundation of leadership in this field. Success in healthcare requires balancing business growth with the responsibility to improve lives. Leadership, therefore, is not defined by titles or authority, but by the ability to create a lasting legacy, one that serves society while strengthening the organisation.
Dr Sujit Paul, Group CEO, Zota Healthcare
Dr Sujit Paul is the Group CEO of Zota Healthcare ltd, bringing nearly 3 decades of experience in healthcare, pharmaceuticals, and retail. He has led brands like Reliance Retail and Apollo Pharmacy, and today drives Zota’s mission of affordable, accessible healthcare through Davaindia’s expansion, digital health innovations, and global growth initiatives.