Dr Mike MacDonald is a consultant cardiologist with over 20 years experience. He trained in the UK an dnow practices in Singapore. He has an interest in disease prevention, obesity and longevity.
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Dr Michael MacDonald is a Singapore based cardiologist and heart specialist. Dr MacDonald’s vast experience and extensive training, includes a fellowship at the Scottish National Advanced Heart Failure and Transplant Unit and a Fellowship in cardiovascular MRI at Royal Brompton Hospital, London. He was appointed as Consultant Cardiologist at Western Infirmary, Glasgow, UK in 2013. He was elected Member of the Royal College of Physicians (MRCP) in 2004 and Fellow of the European Society of Cardiology (FESC) in 2010.
+65 9430 5007
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Heart Specialist Consultancy International, Harley Street, London
Clinical Examiner King's College University Hospital Medical School, London
Director and Consultant Cardiologist, Harley Street London.and Cambridge
Heart Specialist Consultancy International
12 Harley Street
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Experts say that the current provision of cardiac services in north and east London have, "relatively poor patient outcomes in comparison to the rest of England", and suggest that St Bartholomew's Hospital in central London should be transformed into a huge cardiovascular surgery unit, and a hub for a comprehensive network of care, which would embrace GPs and local hospitals.
For years, Devi Shetty, world-renowned heart surgeon, philanthropist, Founder, Chairman and Executive Director of Narayana Health, one of Indian’s leading private hospital groups, has argued that, "One hundred or 200 bed hospitals are not the solution". Narayana Health has Asia's largest cardiac centre providing affordable world-class cardiac care. "Large specialist cardiac centres, treating high volumes of patients, staffed by specialists and equipped with the latest technology, save lives, reduce complications, lower costs, and are the hospitals of the future," says Shetty.
In Narayana's 24 hospitals in 23 cities, Shetty has developed a culture of improving clinical outcomes while reducing costs. All Narayana's 14,000 employees are committed to providing affordable world-class integrated healthcare services for people with complex medical needs.
No matter how large the new London cardiac centre, without an outcomes-orientated culture supported by every employee, the quality of patient care is likely to be inferior to that of Narayana Health.
Narayana's surgical outcomes compare well against the world's best. Its mortality rate within 30 days of the high-volume coronary artery bypass surgery is 1.4%, compared with an average of 1.8% for England and 1.9% for the US. Were these figures adjusted for risk, Narayana's outcomes would be even better. Narayana's hospital-acquired infection rate is 2.8% per 1,000 ICU days, which is comparable with the best hospitals in the world.
Typically, Narayana's surgeons work 60 to 70 hours a week, perform up to five operations a day and a third of their compensation is profit related. By contrast, UK's NHS consultant surgeons undertake between three to four procedures a week and their pay is based on 10 4-hour programmed activities a week and anything more is paid overtime. Unlike the NHS, Narayana has no rifts between clinicians and administrators; both are responsible for financial management. Every day, every doctor and every administrator receives a text message with the previous day's profit and loss statement.
Narayana's heart centre in Bangalore is a MECCA for western policy makers. All come away inspired but suggest that Narayana is an “Indian phenomenon”.