Compassion is not a soft skill in healthcare; it is the pulse that sustains it. Long before machines beep and charts fill with numbers, before diagnosis and discharge, there is a moment when someone is simply in pain and someone else chooses to care. That choice—to see, to serve, to stand beside another in their most vulnerable state—is what separates medicine from healing. True healthcare begins not in the operating theatre or executive boardroom, but in the quiet insistence that every life deserves dignity, and every touch should carry empathy.
This belief runs deep at Oceania Hospitals Pte Limited, where Chief Executive Officer Murgessan Pillay has transformed care into something far greater than clinical excellence.
A Journey of Leadership Wisdom and Transformation
Murgessan reflects on his multifaceted leadership journey and how it influences his current role. According to Murgessan, perhaps the most valuable learnings from his previous experiences have been “not about what I can or should do but what I should not do.”
He explains that in leadership, especially in roles that come with significant authority, it’s relatively easy to make decisions. However, good leadership demands a conscientious and responsible approach—one that ensures decisions are made in the best interest of the company, even if they may go against individual preferences.
Murgessan shares that his past roles have made him wiser, more patient, and more articulate in managing people and driving change with minimal disruption. Exposure to a range of industries introduced him to varied challenges, diverse leadership styles, and different organizational cultures. These experiences, he says, have helped him become more grounded and mature in his leadership style.
Leading Oceania Hospitals represents the most complex and comprehensive transformation project of his career, and Murgessan believes that every prior experience has played a valuable role in shaping the approach he brings to this role today.
The Pillar of Progress at Oceania Hospitals
Under Murgessan’s leadership, Oceania Hospitals has continued to thrive as a healthcare beacon in the South Pacific. At the heart of this success lies a clear mantra: “service, service, service”—or more precisely, “service and compassion; service with compassion.”
Driven by a commitment to service excellence, Murgessan spearheaded one of the most comprehensive business transformation exercises in the hospital’s history. This initiative encompassed extensive renovations, clinical equipment upgrades, and the addition of new medical facilities. Operational practices were reviewed and redesigned to be more user-friendly, business hours were liberalized, and penalties for after-hours service access were eliminated—measures all aimed at making care more accessible and customer-centric.
Murgessan also emphasized affordability, revising the hospital’s pricing strategies to make services available to patients not just during peak hours, but also during off-peak and after-hours periods.
Perhaps most notably, the focus on people has been unwavering. Employee training—clinical and non-clinical—was significantly ramped up. Murgessan introduced structured development programs, including a Management Cadet Program for junior employees, a Management Development Program for mid-level managers, and Senior Leadership Training for executives. Technical, professional, and personal development efforts were also expanded across all departments.
These efforts were underpinned by robust investments in governance and risk management frameworks, including the strengthening of internal audit capabilities. Together, these changes have not only enhanced the hospital’s services but have also instilled greater confidence among stakeholders. As Murgessan notes, “our results over the last five years speak for themselves.”
Governance as a Catalyst for Healthcare Excellence
Murgessan played a pivotal role in facilitating ownership transitions and governance improvements within the W&G Group—experiences that have deeply shaped his perspective on the role of governance in healthcare.
He firmly believes that strong governance frameworks are fundamental across all industries, and particularly vital in healthcare, where they transform policies and resources into meaningful health outcomes.
Good governance at Oceania Hospitals has enabled:
- Better Resource Allocation – Ensuring fair, needs-based distribution that addresses under-resourced areas and reduces inequalities.
- Regulation and Quality Assurance – Reinforcing clinical standards to enhance patient safety and treatment outcomes, and enabling faster, coordinated emergency responses.
- Accountability and Transparency – Establishing clearly defined roles and reporting structures that minimize inefficiencies and misuse, building trust with stakeholders.
- Evidence-Based Decision-Making – Introducing a dedicated Data Analytics department to support clinical decisions and promote innovation and best practices.
- Stronger Stakeholder Engagement – Encouraging collaborative policy development and service design that responds effectively to patient needs and cultural contexts.
- Improved Quality and Safety – Cultivating a culture of continuous improvement, reducing errors, and elevating patient outcomes.
Murgessan summarizes it succinctly: “Good governance builds confidence and acts as the backbone of a resilient, efficient, and equitable healthcare system.”
A Culture of Accountability
In both finance and healthcare, risk and compliance are critical. Recognizing this, Murgessan was instrumental in establishing the Operational Risk, Compliance & Audit department at Oceania Hospitals—a move aimed at embedding accountability and transparency at every level of the organization.
According to Murgessan, these functions are vital in ensuring that every individual remains conscious of their responsibilities. While embedding such a culture is no easy feat, it is achievable with consistent effort and strategic leadership.
He outlines four key pillars to successfully embed this culture:
- Lead by Example – Leadership must “practice what it preaches.” Accountability and transparency must be visibly upheld at the top to inspire broader organizational adoption.
- Robust Governance Structures – Policies and procedures must be up-to-date and aligned with best practices. Clear pathways must exist for addressing issues and resolving grievances.
- Effective Complaints and Feedback Systems – Listening is as important as being heard. A responsive and user-friendly framework reinforces trust.
- Incentives and Accountability Mechanisms – KPIs should be integrated into performance evaluations, supported by a well-structured Rewards & Recognition program to reinforce desired behaviors.
Murgessan’s approach ensures that compliance isn’t just a department—it’s a deeply embedded cultural norm that supports long-term organizational integrity and success.
Building Integrity Through Financial Reform
In the earlier phase of his career, Murgessan spearheaded a major policy development initiative, implementing robust financial control reforms. These experiences left a lasting impression on his leadership approach within the healthcare sector. He believes that a sound policy framework combined with strong financial controls not only anchors an organization in integrity but also elevates its external image as a dependable and reputable brand. Internally, such frameworks bolster resilience and strengthen company-wide processes. These qualities, he notes, are indispensable during times of disruption, change management, and growth. The ability to navigate challenges with this awareness has served his teams well over the last five years.
The Backbone of Private Healthcare
During his tenure conducting financial reviews at Suva Private Hospital, Murgessan played a pivotal role in driving performance improvements. He emphasizes that financial discipline is not just important but absolutely critical for sustaining and growing a private healthcare institution. “A fully private hospital survives solely on its earned revenue,” he explains. Therefore, the ability to generate a net gain from every dollar spent by a patient is essential. He advocates for a dual approach: revenue maximization and strategic cost management. Sustainability, he insists, is as much about controlling expenditure as it is about boosting income.
The Human Side of Digital Transformation
While overseeing the transition from manual to automated systems at organizations like Air Pacific (now Fiji Airways), Murgessan encountered a familiar yet complex challenge: cultural resistance. He identifies the biggest hurdle in such transformation projects as winning the support of existing staff—particularly those with long tenures who are deeply accustomed to traditional systems. His approach centers on inclusive change management. “The key is reassurance,” he says. Team members must feel secure and understand that change is a collective journey. This empathetic strategy, he believes, is fundamental to achieving lasting cultural and technological transformation.
Driving Culture Change
In Murgessan’s view, instilling a culture of accountability starts with cultivating genuine passion for the organization among employees. When individuals care deeply about their company, they naturally prioritize its interests, embrace transparency, and take responsibility for their decisions. Accountability, he explains, is more than just owning outcomes—it’s about being unafraid to acknowledge mistakes and learn from them.
He underscores the importance of organizational leadership refraining from creating a culture of blame. Instead of reacting with suspicion or punitive action when decisions are scrutinized, leaders should focus on uncovering the rationale behind those decisions. This, he believes, fosters an environment of trust, where team members are open to scrutiny and objective dialogue.
Having led multiple change management initiatives, Murgessan notes that the biggest challenge is often rallying people behind transformation. “Infrastructure alone won’t guarantee success—people must embrace change,” he says. Leaders must clearly communicate the necessity and benefits of change while providing consistent support, especially in environments where the skills market is limited and drastic measures like downsizing are not viable.
Balancing Innovation and Simplicity at Oceania Hospitals
Reflecting on his leadership at Oceania Hospitals, Murgessan acknowledges the delicate balancing act involved in offering both day surgeries and complex procedures, while managing innovation, accessibility, and patient experience. The past five years, he says, have marked the hospital’s most comprehensive transformation to date.
Typically, major transformation efforts risk a decline in business performance—but not in this case. Under his leadership, Oceania Hospitals has not only weathered the changes but doubled its business. At the same time, the hospital also attained 1S0 9001:2015 certification, signifying the growing strength of its quality management system. The key, he shares, has been managing multiple priorities simultaneously through a strategic, multi-dimensional approach.
At the core of this success is a highly engaged team that has embraced a culture of resilience and adaptability. Murgessan attributes part of this cultural shift to their commitment to principles like “KISS” (Keep It Simple & Safe) and a “Back to Basics” mindset. These guiding philosophies have helped the hospital stay grounded while continuously improving.
Translating Financial Acumen into Hospital Risk Management
With a background rooted in banking—where he mastered yield analysis, liquidity modeling, and risk monitoring—Murgessan brings a unique perspective to hospital management. This expertise has profoundly shaped his approach to financial sustainability in the healthcare environment.
Understanding yield, he says, has enhanced his ability to craft effective pricing and sales strategies within a competitive market. It has helped optimize returns and clarify the importance of marginal revenue and service mix.
His experience with liquidity models has influenced informed funding strategies and credit risk management, enabling smarter allocation of resources. But more importantly, Murgessan believes that risk appreciation isn’t just about knowing which decisions to make—it’s also about knowing which ones to avoid. This nuanced understanding of risk has allowed his teams to act with confidence, balancing bold moves with a commitment to long-term financial health and strategic stability.
Fiji as a Future Healthcare Hub
When reflecting on the future of healthcare in the South Pacific, Murgessan emphasizes the urgent need for a greater focus on preventive medicine. He believes that creating meaningful awareness around prevention—rather than solely treatment—is a vital shift that must occur across the region.
Strategically, he sees Fiji as uniquely positioned to become a regional healthcare hub. “Fiji can—and should—serve as the first referral point for neighboring Pacific nations,” he says. With increasing global interest in more affordable and faster-access healthcare alternatives, Fiji stands to benefit from its geographic and infrastructural advantages.
Murgessan also notes the growing momentum behind medical tourism. As Australia and New Zealand continue to grapple with longer wait times and higher costs, he believes Fiji must carve out a distinct identity as a credible, cost-effective medical destination within the Pacific.
A Legacy Measured in Lives, Not Titles
After a career defined by transformation, restructuring, and strategic innovation, Murgessan’s definition of success has matured into something deeply personal. For him, true success lies in making a positive difference in people’s lives—whether through mentorship, service delivery, or systemic change.
As for legacy, he remains grounded and humble. “That,” he says, “is not for me to define.” Murgessan believes that legacy is best determined by those who have felt the impact of his leadership. If they can look back and say their lives or careers were better because of his influence, then that, he feels, would be his greatest achievement.
