Mamta Carroll, Senior Vice President and Regional Director, Asia, Smile Train
What inspired you to join public health sector?
The fundamental reason for choosing a career in healthcare was the profound desire to make a difference in people’s lives. Working in the social development space within healthcare has allowed me to actively contribute to positive change for the most marginalized communities in the remotest geographies. The significance of working in healthcare is not only unique but also incredibly humbling.
What did you change at Smile Train India since your association with the organization?
I believe I have contributed to creating incremental awareness about one of the most overlooked health challenges — cleft lip and palate. I started working for this cause when it was not even featured anywhere in healthcare discussions. Today, my heart swells with pride when I see visible awareness within the community – among patients, parents, healthcare workers, and doctors – and the determination to take action to address this issue. Building partnerships and collaborating with excellent hospitals, doctors, a distinguished medical advisory council, institutional partners, and donors has enabled us to provide comprehensive cleft care across the country. The exponential increase in successful treatments, from a few thousand at the start to over 750,000 today, the engagement of supporters and donors, and the maintenance of consistent, exceptional quality standards — all contributing to Smile Train’s reputation — is the change which I, along with my team, have been a part of.
What urgent actions are needed to improve India’s healthcare system?
India’s healthcare system needs urgent improvements in infrastructure, rural healthcare access, and quality of services. Strengthening primary care, expanding health insurance coverage, and investing in medical education are essential. Additionally, addressing disparities in healthcare delivery and enhancing public health awareness can lead to a more equitable and efficient system.
How can CSR initiatives help address healthcare challenges in India?
CSR initiatives can play a crucial role by funding healthcare infrastructure, supporting rural access, and promoting health awareness. Through NGO partnerships, they can drive campaigns, provide medical equipment, and take action to bridge gaps in healthcare delivery, contributing to a healthier, more equitable society.
What are some of the most rewarding moments in your career at Smile Train India?
Some of the most rewarding moments in Smile Train India’s journey include Pinki’s story, Smile Pinki, winning the Oscar in 2009, the opening of the Smile Train’s first Cleft Leadership Center (CLC) in Bengaluru, which serves as a regional hub for cleft treatment, education, training, and research, the expansion of comprehensive cleft care services to multiple hospitals across the country, and reaching the milestone of 750,000+ surgeries. A moment very close to my heart is the Quality of Life and Impact Assessment report released by KPMG in India, which highlights Smile Train’s 20 years of impact on patients and families affected by clefts.
How do you see the rise of women in Indian leadership landscape driving positive change?
a powerful shift towards inclusivity. By breaking barriers and leading with empathy, women drive progressive policies, challenge systemic inequality, and champion diversity, ultimately contributing to a more equitable and just society.
What message do you have for young women passionate about creating change?
My advice is to approach every situation with care and compassion. While everyone possesses these qualities, women are uniquely blessed with sensitivity. This should be the pivot from which women in professions operate. It not only offers several new, better, and more enduring perspectives, skills, and solutions but also makes a significant contribution to what one does, how one does it, and the difference it makes. Additionally, always be the ‘constant gardener,’ i.e., keep expanding, refining, and applying yourself.
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