Charles Sealy is the CEO of Doctors Hospital. In addition to these professional duties, he is also an active leader in his community. He has served as president of the Rotary Club of South East Nassau and performed the duties of international services chair for the Caribbean District 7020. He is also a board member for Marathon Bahamas, Volunteer Bahamas and the Young Presidents' Organization.
Guardian Business: What is the biggest challenge facing your business or sector? What measures need to be taken in The Bahamas to solve it?
Charles: The greatest challenge encountered in the provision of healthcare in our environment is the ability to provide access to quality services at a cost that is bearable for the consumer. The cost of equipment, technology, supplies and labor continue to escalate annually, so at some point when the earning power of the consumer is static there will be an impasse. Additionally, we have not been able to establish a unified platform on which third party payers (i.e. insurance companies) will adjudicate and reimburse.
This standardization is vital to benefit from economies of scale and to alleviate the constant confusion that exists in the mind of both policyholder and healthcare facility.
GB: How has your business or sector changed since the financial crisis?
Charles: It is the considered opinion of many that increased quality and efficiency reside in the private sector.
Yet when faced with financial challenges many prefer to engage the public system so that they can manage whatever disposable income they have. The result has been significant overload on the public system and to some degree an increase in our receivables, as patients find it hard to meet expenses. The financial crisis also meant job losses for a number of Bahamians, and with group medical insurance, many of them now find it difficult to access private healthcare facilities. Doctors Hospital continues to find creative ways to work with our customers to ensure they get the services they need, offering payment options and discounts where possible.
GB: Can you describe a life experience that changed how you approach your work today?
Charles: Early in life certain values were displayed around me that reinforced the notion of being your best at whatever you do. More importantly: "people matter, not things". This philosophy has steered me throughout my various careers. While wanting to be liked by everyone is clearly a recipe for mediocrity, I submit that you should at least be able to walk away with their respect and that is something you have to earn. I continue to seek the wisdom and advice of my elders so I can avoid mistakes that could bring costly outcomes. The opportunity is in esteeming, comforting, encouraging and charting a future that is better than the present.
GB: What are you currently reading?
Charles: Professionally my entire leadership team is reading a book entitled "Journey to Excellence". We've established an "organization of learning" culture. Our field is constantly changing and we must stay abreast of the most recent appropriate methods of care. Other valuable books are "Straight A Leadership" and a few spiritual books. The most important book is a full reading of The Bible in a year by my entire family.
GB: Has the high cost of energy hurt your business? What solutions have you initiated or considered to combat it?
Charles: As a 24-hour operation, the impact of increases in utility costs is constant and challenging. It greatly erodes profitability, especially when the additional costs cannot be passed on. We have investigated, implemented and acquired a number of energy efficient practices and equipment. These include the installation of high efficiency air-conditioning units, CFL and LED lighting and motion sensors. The reality is, however, that the overall cost is significant and a major impediment especially when revenues have significantly been reduced.
GB: What makes a great boss? What makes a bad boss?
Charles: While I understand the reference, I don't resign myself to the term boss. We operate our institution as a family with each member serving a function. No function is more important than the other, as they are all necessary. My function allows me to develop the direction and ensure that appropriate standards and defined culture are adhered to. This requires of me to model the said behavior. We work and fellowship together. A leader should demonstrate knowledge and confidence and also maximize the knowledge/talent within the organization. He/she should give credit to the cadre of employees who actuate the intent and ambitions of the organization. A leader should know the experience of its employees at each level to appreciate their experience and build upon job satisfaction. As a leader, humility and a servant's heart are paramount to overall success.
GB: If you could change one thing concerning business in The Bahamas, what would it be?
Charles: The opportunity exists for appropriate controls to be advanced on quality and price. We are a people who because of our experience have become accustomed to the finer things in life, both in service and in tangible items. It is concerning that we have to travel to satisfy that desire because of the exorbitant costs. I understand the plight of businesses, especially when you consider rent, labor costs, customs duty and utilities. Yet there are instances where items are priced at 300 percent of the landed cost. We need better control. Additionally, some rational thinking has to occur when licenses are given on duplication of services. Our population is very small. When there are too many players in the market quality will be impacted as overall activity will diminish. In most states in the United States a Certificate of Need (CON) is required which indicates the need and also the most appropriate location to best serve the population.
GB: What keeps you grounded? Do you have any major interests other than work?
Charles: My faith keeps me grounded. I believe I was put here for a purpose and I get fulfillment in my assignment. My family is very special to me and I appreciate them sharing me with the many pursuits and interests and demands that I am involved in. I am very passionate about my involvement in Rotary.
There I am able to band with like-minded individuals to conduct community service and promote peace and goodwill. I have served in the capacity of president of the Rotary Club of South East Nassau, and previously performed the duties of international services chair for the Caribbean District 7020.
I am currently serving as the assistant district governor with responsibilities for the eight clubs in the Bahamas delegation within District 7020. I also serve as a board member for Marathon Bahamas, Volunteer Bahamas and the Young Presidents' Organization (YPO). I attend Grace Community Church where I am an active member.
GB: What should young businesses keep in mind in this current economic climate to survive?
Charles: It is increasingly difficult to find individuals who possess a strong work ethic. They seem to just want a job. Passion is void and purpose is ill-defined or non-existent. They need to be hungry about learning and seek to produce excellent work no matter who is watching. A can-do spirit that does not embrace obstruction, but is resolution focused will greatly assist them. We need more dreamers, more designers and more thinkers who can take us further than the current generation. Each generation's responsibility is to make it better than its predecessor. Business persons especially need to be cautious in large scale reductions during tough times. I know the economics, but the reality is that when there is a turn around all the investment in training will be lost and loyalty will have been negatively impacted.
GB: How would you describe or classify the ease of doing business in The Bahamas?
Charles: Challenges usually occur when there is a lack of regulation or inconsistent enforcement. Additionally, when important decision making bodies only convene once per month major inconvenience is caused with the delay experienced. We are global players and efficiency must be the order of the day.
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