On the occasion of International Women’s Day, Ameera Shah, Executive Chairman and Promoter of Metropolis Healthcare, reflected on her entrepreneurial journey and the challenges she faced while building one of India’s leading diagnostic chains.
Speaking during a special interaction, Shah shared how the company evolved from a single laboratory into a large healthcare network operating across India and internationally.
Shah said her journey began in 2001 when she returned to India from the United States. Both her parents were doctors who had built their own medical practices, and she saw an opportunity to transform one of those practices into a structured healthcare business.
Her father, Dr. Sushil Shah, had established a diagnostic laboratory in South Mumbai that was well known in the region. Shah took charge of the lab and began expanding it with the aim of creating a strong diagnostic brand.
Over the last 25 years, that small laboratory has grown into a large institution. Today, Metropolis Healthcare employs around 6000 people, operates in hundreds of cities across India, and has a presence in 5 countries in Africa.
Shah described the entrepreneurial journey as a ‘roller coaster’ but said it has been deeply rewarding. According to her, building a company is similar to raising a child because the organisation often reflects the personality and mindset of its leader.
“If a leader is ambitious, the organisation becomes ambitious. If a leader is impatient, that impatience reflects across the company,” she said, adding that a business often becomes a mirror of its founder’s values.
She said one of the biggest achievements for the company has been earning the trust of patients. According to Shah, the Metropolis brand today stands for reliability and accuracy in diagnostic testing, which has helped the company build a strong reputation in the healthcare sector.
Shah also spoke about the issue of gender representation in the healthcare industry. While a large number of healthcare workers are women, she noted that the number of women in senior leadership positions is still limited in many organisations.
At Metropolis Healthcare, nearly 45 per cent of the workforce comprises women. Shah said that while healthcare generally shows better gender diversity compared to many industries, representation at the top levels still needs improvement.
She pointed out that several factors contribute to this gap. Some challenges are external, such as societal expectations, while others come from internal choices women feel compelled to make when balancing professional and personal responsibilities.
Shah advised women not to disconnect completely from the workforce, even during demanding life phases. She said returning to work after a long break can be extremely challenging.
Instead, she encouraged women to explore flexible work options such as part-time roles, hybrid arrangements or working from home, which allow them to remain professionally active.
According to Shah, diversity in leadership is not just about representation but also about improving business outcomes. She said women often bring different perspectives to decision-making, which strengthens organisations and helps them grow in a more balanced manner.
She added that businesses benefit when women are represented well in leadership positions, as their viewpoints and problem-solving approaches often differ from those of their male counterparts.
