In this Expert’s Corner, Gauri Navalkar-Godse, India CEO at UE LifeSciences, highlights how her leadership is advancing medtech innovation for early breast cancer detection in India. Positioned at the intersection of engineering, clinical practice and public health, she is focused on turning sophisticated technology into practical, scalable tools that can be deployed far beyond tertiary hospitals.
By championing non-invasive, portable and user-friendly screening solutions, Gauri is building an innovation pathway that spans device development, frontline workforce enablement and integration with real-world care pathways. Her work is centred on a clear goal: to ensure that cutting-edge medtech for breast health is not confined to niche settings, but becomes a routine, accessible part of preventive care for women across diverse geographies and income segments.
1. To start, could you briefly tell us about your role at UE Lifesciences and the mission that continues to guide your work in healthcare?
As CEO of UE Lifesciences India, my role goes far beyond running an organisation- it’s about building a movement around early detection. Over the years, I’ve had the opportunity to work closely with clinicians, communities and partners across the ecosystem and what has stayed constant is our mission: to make early detection simple, accessible, and non-intimidating.
For me personally, this journey has been deeply shaped by seeing how fear and lack of awareness often delay care, especially for women. Our goal is to change that narrative so that breast health is approached with the same normalcy and proactiveness as any other aspect of health.
2. What is the key healthcare challenge you are most focused on solving and why is it especially important today?
The challenge that keeps me most engaged is the gap between possibility and reality in early detection. We have the knowledge and the technology to detect breast cancer early, yet far too many women still present at advanced stages.
In India, this is compounded by cultural hesitation, limited access, and the absence of scalable screening infrastructure. Today, as awareness is growing and more women are entering the healthcare system, the need is to meet them where they are with solutions that are approachable, quick, and stigma-free. That’s where the real shift can happen.
3. Could you share one product, initiative or programme that has created the most meaningful impact?
One moment that truly stays with me is seeing how our iBreastExam has been accepted in communities where traditional screening methods often face resistance. Because it is non-invasive, radiation-free, and can be performed quickly, it removes a significant psychological barrier.
Through various screening programmes, whether with corporates, hospitals, or public health initiatives, we’ve seen women come forward who would otherwise have never considered screening. In many cases, early abnormalities have been identified, and timely intervention can completely change outcomes. Those are the moments that reaffirm why we do what we do.
4. Over the past two to three years, what has been one major innovation or strategic decision that has shaped your direction?
A defining shift for us has been realising that technology alone does not have enough impact, but comes from building an ecosystem. Over the last few years, we’ve consciously moved towards integrating training, awareness, and referral pathways into our model.
This means not just deploying devices, but empowering healthcare workers, strengthening last-mile delivery, and ensuring that every screening leads to a clear next step. It’s this holistic approach that has allowed us to scale meaningfully rather than just expand.
5. From a business standpoint, what is the biggest challenge in Indian healthcare right now, and how are you responding to it?
One of the biggest challenges is that preventive healthcare still doesn’t receive the attention or investment it deserves. There is a natural tendency to prioritise treatment over prevention, even though early detection is far more cost-effective and life-saving in the long run.
For us, this means constantly balancing affordability with sustainability. We’ve had to innovate not just in technology, but also in how we structure partnerships and delivery models so that solutions remain accessible without compromising on quality or scalability.
6. Who are the most important partners for your organisation, and how do these collaborations create value?
If there’s one thing healthcare teaches you, it’s that no single organisation can solve these challenges alone. Our partnerships with hospitals, government bodies, NGOs, and corporates are central to everything we do.
Each partner brings a unique strength: hospitals provide clinical pathways, governments enable scale, NGOs bring community trust, and corporates help drive awareness. When these pieces come together, the impact is far greater than the sum of its parts.
7. Looking ahead, which trend should leaders pay closest attention to?
I believe the most transformative shift will be towards decentralised, patient-centric healthcare. We are moving away from a system where care is confined to hospitals, to one where diagnostics and screening reach people in their everyday environments.
The convergence of digital health, AI, and portable diagnostics will play a huge role in this transition. The real opportunity lies in making healthcare not just advanced, but also accessible and intuitive.
8. Finally, what advice would you offer to emerging healthcare leaders and founders?
Stay deeply connected to the problem you are trying to solve. In healthcare, it’s easy to get caught up in innovation for its own sake, but real impact comes from understanding people’s fears, their constraints, and their behaviours.
Also, be patient with the scale. Meaningful change in healthcare takes time, trust, and persistence. And perhaps most importantly, don’t hesitate to collaborate; the strongest solutions are often built together.
