With over three decades of experience in reproductive medicine, Dr. Nandita Palshetkar, Scientific Director, Consultant & Head of the Bloom IVF Unit at Lilavati Hospital, is focused on making advanced infertility care more accessible, affordable and ethically delivered. Her work centres on bridging gaps in access through technology, training and standardised reproductive care, with a clear vision of taking quality ART beyond metros and into tier-II and tier-III cities.
As a past president of several leading medical bodies and currently co-chair of the REI Committee of the Asia & Oceania Federation of Obstetrics & Gynaecology (AOFOG), she has consistently worked at the intersection of clinical practice, innovation and policy. In this conversation, she speaks about the barriers that still keep fertility care out of reach for many couples, the importance of structured fertility preservation counselling, and why the future of reproductive medicine in India must be built on inclusion, training and responsible technology.
- To begin, could you briefly describe your current role and the core mission that drives your work in healthcare today?
I am a reproductive medicine specialist with over three decades of experience and am also the medical director of Bloom IVF. Currently, co-chair of the REI Committee of The Asia & Oceania Federation of Obstetrics & Gynaecology (AOFOG). I have also had the privilege of serving as the past president of the Federation of Obstetric and Gynaecological Societies of India (FOGSI), Indian Society of Assisted Reproduction (ISAR), Indian Association of Gynaecological Endoscopists (IAGE) and Mumbai Obstetric & Gynecological Society (MOGS).
My core mission today is to democratise infertility care in India. To make advanced reproductive technologies accessible, affordable and ethically delivered across all strata of society is an intrinsic part of that mission. The WHO estimates that nearly 17% of the global population experiences infertility. In a country like India, this translates into millions of couples. Fertility care cannot remain limited to metropolitan, high-end centres. My vision is to build systems where quality Assisted Reproductive Technology (ART) is available beyond metros, without compromising laboratory standards or clinical outcomes.
- Which specific problem in the healthcare ecosystem are you most focused on solving, and why does it matter now?
The most pressing issue in Indian reproductive healthcare is inequitable access to infertility treatment. While technology has advanced significantly, affordability and geographical reach remain major barriers. A large percentage of couples either delay treatment or never seek it because of cost, stigma, or lack of nearby specialised centres. Along with lifestyle-driven infertility and delayed childbearing, the bigger challenge is access.
Given that 17% of the population is affected, we cannot treat infertility as a niche specialty. It must be integrated into mainstream healthcare planning. My focus is to bridge this gap by combining training, protocol standardisation, technology optimisation, and policy advocacy to make infertility care scalable.
- Can you share one initiative, product or programme from your organisation that you believe has made the most meaningful impact on patients, providers or the health system?
One initiative I am particularly proud of is expanding structured fertility preservation counselling, especially egg freezing awareness for young women facing medical or social fertility risks. Through our centres, we have integrated fertility preservation discussions into oncology pathways and lifestyle counselling. This has helped women take control of their reproductive future rather than face regret later. The most meaningful impact is not just pregnancies achieved, but empowerment delivered.
- What is one innovation or strategic decision that significantly changed the trajectory of your organisation or portfolio in the last 2-3 years?
In the last few years, one significant strategic shift was embracing technology-integrated reproductive care, from advanced embryo selection techniques to digital patient engagement systems. We have moved beyond conventional IVF to precision based, individualized stimulation protocols, data-driven embryo selection, and improved lab standards. This has enhanced outcomes while maintaining ethical practice. Equally important was strengthening our academic collaborations and training programmes to build the next generation of reproductive specialists.
- From a business perspective, what do you see as the biggest operational or financial challenge in Indian healthcare today, and how are you addressing it?
The biggest challenge today is balancing high technology costs with patient affordability. Advanced ART requires state-of-the-art laboratories, skilled embryologists, and stringent quality systems, all of which are capital-intensive. Yet most fertility treatments in India are self-funded. The way forward is not to reduce quality but to standardize systems and scale responsibly.
We are working towards protocol optimisation to avoid unnecessary add-ons, evidence-based treatment pathways and training more specialists to expand reach. Advocating for broader insurance inclusion and developing models that allow tier-2 and tier-3 cities to access high-quality ART are important steps.
Technology should not be elitist; it should be equitable.
- Collaboration is critical in healthcare- who do you see as your most important partners (hospitals, payers, startups, government, etc.), and how do these partnerships create value?
Healthcare cannot function in silos. Our most important partners include multispecialty hospitals, oncologists (for fertility preservation), endocrinologists and nutrition experts, policymakers, professional bodies like FOGSI and ISAR. These collaborations ensure continuity of care from prevention to treatment to policy advocacy. When institutions and clinicians work together, patient outcomes improve exponentially.
7. Looking ahead to the next 3–5 years, what one trend in healthcare, pharma or digital health do you think leaders cannot afford to ignore?
Over the next 3 to 5 years, leaders cannot ignore two converging forces: digital health and decentralised care. AI, predictive analytics and tele-consult platforms can help extend expertise beyond metropolitan centres. Standardised lab models and digital quality audits can maintain uniform outcomes across locations. If we harness technology intelligently, India can build a model where advanced fertility treatment is both high-quality and widely accessible. The future of reproductive medicine in India is not just innovation, it is inclusion.
8. What is one lesson or piece of advice you would offer to emerging healthcare leaders and founders who want to build sustainable, impact-driven businesses?
Build with a purpose, not just valuation. In healthcare, credibility is your currency as outcomes matter. Ethics matter too. Patients remember compassion more than statistics. My advice would be to stay evidence-based, invest in training, build systems and not personalities. Also, never compromise on integrity. Sustainable healthcare leadership is built over decades and not funding rounds.
