Asiri Health has spent more than 4 decades becoming one of Sri Lanka’s leading private healthcare brands. Its reputation is built on clinical precision, patient-centred care, and continuous innovation. Offering some of the country’s most advanced clinical programmes and diagnostic facilities, Asiri combines coordinated expertise with passionate care. Now it’s pushing further by expanding into preventive health, digital platforms, and decentralised models to make healthcare more accessible. Group Marketing Director of Asiri Health Rochelle De Silva and Director Strategic Planning of Asiri Health Mihiri Cabandugama explain how the brand is leveraging established strengths as a springboard for meeting new expectations, while still delivering care that’s personal.
Asiri Health is a leading private healthcare brand. How do you balance clinical excellence with the commercial pressures of a for-profit model?
Mihiri: We take a multifaceted approach to balance clinical excellence with the commercial pressures of a for-profit business model. Our focus is on offering world-class medical services, prioritising patient-centred care outcomes, supported by a financially sustainable model that involves pricing strategies, operational efficiencies, and effectiveness in clinical excellence. At the same time, we continuously invest in technology, maintaining international quality standards, expansions, and innovation.
Rochelle: At Asiri Health, clinical excellence is not a trade-off; it’s the very foundation of our success. We believe that the most sustainable commercial strategy is to deliver exceptional patient outcomes and experiences. Our investments in advanced technology, medical talent, and continuous quality improvement aren’t just about maintaining high standards; they are what build trust, loyalty, and long-term value. We understand that healthcare services aren’t chosen the way other brands are. Health is deeply personal, often vulnerable, and always critical. That’s why our business model is guided by a strong ethical compass. We’ve built a reputation not just on innovation and clinical excellence, but on care that’s delivered with empathy, respect, and integrity.
What differentiates the Asiri brand in an increasingly competitive and price-sensitive healthcare market where quality is difficult for patients to assess objectively?
Mihiri: For over 40 years, Asiri has earned a reputation for trust, consistency, and value to both patients and medical professionals. We serve millions each year through 7 hospitals and over 116 laboratory centres. What differentiates us is our ongoing improvements in service, a highly qualified staff of over 5,000 nationally and internationally qualified professionals, international accreditations, and commitment to innovation and being the first in the industry to offer the latest medical services to the country.
Rochelle: In a crowded, price-sensitive market, what sets Asiri apart is trust, earned through consistent excellence and care that goes beyond the clinical. Our commitment to helping people Live More means we don’t just treat illness; we support fuller, healthier lives. From advanced, less invasive treatments to wellness-focused screening and lifestyle support, we invest in what matters most: knowledge, outcomes, safety, and dignity. Healthcare shouldn’t be incentivised, so we build relationships that sustain good health, making Asiri part of everyday wellbeing and a trusted presence when health crises arise.
To what extent is the brand equity of Asiri driven by its hospital infrastructure versus physician reputation, patient experience, or clinical outcomes?
Mihiri: At Asiri, we believe that a world-class healthcare brand is built on a foundation of excellent infrastructure, physicians’ reputations, positive patient interactions, and consistently good clinical results. Together, they all play a significant role in the positive brand equity of Asiri Health and can only be regarded as interdependent.
Rochelle: The equity of the Asiri brand is shaped not only by our facilities, but a powerful blend of medical excellence, compassionate care, and consistently positive outcomes. Our state-of-the-art infrastructure gives patients confidence, but it’s our people who build trust. The expertise and reputation of our medical teams, the warmth of our nursing care, and the attention we give to every individual experience all contribute to how our brand is felt.
How is Asiri adapting to shifts in healthcare demand, from acute care to preventive, outpatient, and wellness services, and what role does branding play in that transition?
Mihiri: We are adapting to shifts in healthcare by expanding our services and leveraging technology, such as telehealth, remote monitoring, and developing patient-centred care models. For example, our lab network now offers more than sample collection and is accessible beyond hospital settings. Branding plays a crucial role in any transition by positively communicating changes, highlighting the Group’s commitment to holistic care, and bringing awareness to changing healthcare dynamics.
Rochelle: The Asiri philosophy is to be a lifelong health partner, not just a place for disease care. As non-communicable diseases rise at an alarming rate, we continue to expand access to preventive, outpatient, and wellness services, even as acute care remains a core strength. Branding plays a key role in this shift. Through free specialist clinics, health camps, educational content, and lifestyle-driven messaging, we build lasting, relevant relationships, helping people live better lives not only by treating illness but by supporting everyday well-being.
What internal processes have you redesigned to improve operational efficiency without compromising the brand promise of high-quality care?
Mihiri: We’ve improved patient care by streamlining workflows, enhancing communication across departments, and adopting automation and data management systems. Being service-oriented, our brand strength lies in our people, and so we’ve invested in comprehensive training programmes and certifications to effectively utilise new technologies and optimise workflows. We also have continuous support and coaching programmes to ensure staff competency, efficiency, and job satisfaction. These efforts directly support our commitment to high-quality care.
Rochelle: At Asiri, operational efficiency is built around one principle: delivering high-quality care that supports both physical and emotional well-being throughout the patient journey. For complex procedures, we’ve redesigned processes to be truly patient-focused. From pre-procedure briefings and psychological support to rehabilitation, every step is carefully managed. Dedicated coordinators guide families and patients from admission to discharge, ensuring clarity and comfort. We emphasise pain management and infection control to reduce trauma and complications, helping patients recover faster and return home sooner. These improvements enhance outcomes and reinforce our brand promise.
How does the organisation measure patient trust and loyalty, and what are the brand risks associated with variability in service delivery?
Mihiri: We measure patient trust and loyalty through surveys that assess patient satisfaction, repeat use of our services, and advocacy. Each location prominently displays customer care hotlines, electronic survey points, and physical patient logbooks, which are reviewed by the respective hospital director and escalated to senior leadership if needed. At Asiri, we place high importance on understanding public perception and prioritise consistency in every aspect of care.
Rochelle: We listen closely to patient experiences at every touchpoint. Follow-ups after treatment and independent reviews are tracked to understand sentiment, along with long-term engagement. Variability in service is a key brand risk, as consistency underpins trust. To manage this, we invest in standardising clinical protocols, staff training, and continuous quality audits. Our goal is to ensure every patient experiences the same level of care, compassion, and excellence—no matter where or when they interact with Asiri.
In what ways is Asiri leveraging technology beyond diagnostics to redefine the patient journey and build a more resilient, data-informed healthcare brand?
Mihiri: A key part of our patient-centred approach is using predictive analytics and big data to provide personalised care plans. We’ve introduced a Unique Hospital Identification (UHID) number, enabling us to map each patient’s health trends across diagnostics, pharmacies, wards, and more. As every patient’s journey is unique, this integrated system helps us deliver better outcomes for both patients, and our care systems.
Rochelle: At Asiri, technology plays a vital role in delivering advanced clinical programmes and reshaping the patient journey. We combine leading-edge tools with top medical expertise to provide world-class healthcare in Sri Lanka. Some examples being The Brain & Spine, Stroke, Bone Marrow Transplant and Cancer Centres. Beyond diagnostics, tech enables faster interventions, smoother experiences, and data-driven insights that improve outcomes. From digital appointments to remote services, we’re building a smarter, more connected system that redefines the patient experience and strengthens Asiri as a resilient, future-focused brand.
Looking forward, how does Asiri intend to evolve its brand positioning in response to broader trends, such as medical tourism, digital health, and decentralised care models?
Mihiri: Asiri Health strives to position itself as the market leader by drawing on our inherent strengths, infrastructure capabilities, and areas of expertise. We will continue to build trust in the industry, focusing on exceeding patient care experiences. This would involve highlighting our specific expertise in the medical tourism sector, the integration of digital health solutions throughout our network, allowing for greater convenience and accessibility, and showcasing our commitment to personalised, decentralised care.
Rochelle: Asiri continues to evolve with the changing healthcare landscape while staying true to our brand philosophy. In medical tourism, we’re strengthening our Centres of Excellence and care pathways to deliver world-class treatment with the warmth and hospitality Sri Lanka is known for. This ensures international patients receive both clinical precision and meaningful support. On digital health, we’re extending our reach, making quality care more convenient and continuous beyond hospital walls. These shifts position Asiri not just as a healthcare provider, but as a lifelong wellbeing partner, helping people Live More, wherever they are.
Further information about the 100 Most Valuable Brands in Sri Lanka:
Sri Lanka’s Top 100 Most Valuable Brands
Introducing Brand Finance and Sri Lanka’s Most Valuable Brands
Brand Valuation Methodology: Identifying Sri Lanka’s Top 100 Brands