The Service Shift: How Lifecare & Bliss Are Redefining the Patient Experience

 

The Service Shift: How Lifecare & Bliss Are Redefining the Patient Experience

For years, many Kenyans have seen hospital visits as a last resort an ordeal marked by long queues, confusing billing, and hurried consultations. But that perception is slowly changing. Across Kenya, a quiet service revolution is taking shape inside hospitals that now treat experience as seriously as treatment.

At the heart of this shift is Jayesh Saini, Chairman of the Lifecare Group, whose brands Lifecare Hospitals and Bliss Healthcare are setting new standards for what compassionate care looks like in practice. His philosophy is simple: a hospital is not a place where healing happens by chance it’s where every process, every person, and every policy must help healing happen by design.

That idea has driven a complete rethink of the patient journey. From the first phone call to post-discharge follow-up, teams are trained to focus on clarity, empathy, and responsiveness. Appointment scheduling has become more seamless, waiting times shorter, and communication far more transparent.

Patients now receive text reminders for lab results and prescriptions. Nurses are empowered to explain every step of the process in local languages, ensuring no one leaves confused or anxious. Clean, organized waiting areas and courteous staff reflect a larger mindset: comfort is part of care.

What’s remarkable is that many of these improvements were sparked by direct patient feedback. Every comment, complaint, or suggestion is logged, discussed, and often implemented. When several mothers noted that post-delivery discharge instructions were too technical, Lifecare introduced simplified, pictorial guides. When rural patients requested continuity of care closer to home, Bliss expanded its teleconsultation network so follow-ups could happen without travel.

It’s a shift from treating illness to serving the individual. And it’s working. Patient satisfaction scores across the network have climbed, and referrals from word-of-mouth still the strongest endorsement in Kenyan healthcare continue to rise.

Saini’s leadership underscores a simple truth: in modern healthcare, service is not a department it’s a culture. When hospitals listen, adapt, and communicate openly, they don’t just heal bodies; they restore public trust.

As Kenya’s healthcare sector matures, the Lifecare and Bliss model offers a clear blueprint for others to follow one where every handshake, every hallway, and every conversation counts.