That might sound like an oxymoron, but what I mean is that I want ATC to grow in manpower, market share, and overall business, but still keep many of the positive characteristics of a small business mainly in terms of the aforementioned flexibility and agility aspects.” Our approach is to grow while still remaining small. Mamlouk offers: “With technology at its core, ATC cannot remain idle in this hypercompetitive market. Led by forward-thinking and a philosophy of continuous improvement, ATC’s turnkey offering is testament to sustained investment in “progress through technology” over the years. By closely monitoring certain KPI’s and metrics in the industry, we eliminate, reduce, raise, or create divisions accordingly referring back to the adaptable set of values that we hold dear.” The CEO explains: “By being proactive rather than reactive, we segmented the Company into 10 core divisions, each led by its own Vice President or manager to ensure a streamlined and flat organisational structure. Transforming into a public Company via an initial IPO in 2007, ATC’s restructure nine years ago allowed the organisation to better adjust to the fluctuations and future needs of the healthcare industry. Building a brand that is synonymous with the word trust was a gruelling challenge, especially in a hypercompetitive and dynamic industry such as healthcare affected by multiple exogenous factors year-round,” the CEO adds. “Even with more than 1,500 employees today, ATC still remains adaptable, flexible, and agile. Guided by its core values to be adaptable, trustworthy and competent – project after project, handover after handover – ATC continues to demonstrate a high level of competence subsequently highly lauded by its partners and clients as an overachiever. These two machines opened doors for ATC, driving interest in other medical equipment and services supplied by the industry giants and their partners,” Ghassan Mamlouk, the Company’s Chief Executive Officer (CEO) recalls. By 1981, ATC’s main two lines of business were GE’s CT machine and the Beckman Astra chemistry analyser. But by reacting accordingly, we were able to build early relationships with GE, Beckman Instruments and J&J. “In 1980, ATC was nothing more than a shared vision. Reacting to – and predicting – the latest trends in the healthcare industry, the Company was able to forecast upcoming disruptive technologies and adapt its business to cater for the medical needs required across multiple divisions including dental, biomedical, lab, pharmacy, security and other applications. VIEW BROCHURE KUWAIT’S HEALTHCARE DISRUPTORS
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