Arvinder Singh

Chief Executive Officer

Imprimis IVF Group

Hospitals and Health Care

India

⭐ Leaders at a Glance

Leaders at a Glance

Steering the vanguard of India’s healthcare frontier, Arvinder Singh, Chief Executive Officer of Imprimis IVF Group, orchestrates a visionary paradigm of clinical excellence and compassionate healing. Fusing razor-sharp operational acumen with transformative strategic blueprints, he redefines the contours of patient-centric care, cultivating an ecosystem where cutting-edge medical innovation seamlessly converges with enduring organisational agility.

Name: Arvinder Singh
Designation: Chief Executive Officer
Company: Imprimis IVF Group
Industry: Hospitals and Health Care
Country: India

Arvinder Singh-Most Influential Business Leaders in India 2026

Growth is easy to celebrate when it shows up as new locations, larger teams, or stronger numbers. The more revealing question is what happens to a business once the excitement of expansion meets the discipline of execution. Arvinder Singh’s career offers a particularly interesting view of that transition. More than two decades across business development, operations, strategic planning, partnerships and organisational growth have placed him repeatedly at the point where ambition has to be translated into systems, people and measurable outcomes. His experience across Dabur India, Agilus Diagnostics, Dabur Pharma, Cryoviva International, Moolchand Healthcare, Medicover Fertility, Milann IVF & Birthing Centre, Crysta IVF and Ferty Nest IVF has shaped a leadership approach grounded in operational discipline and data-led decision-making. Today, as CEO of Imprimis IVF, he is focused on scaling the organisation while strengthening the foundations beneath that growth. In this conversation with Portfolio Magazine, Arvinder explores the thinking behind building a business that can grow without losing its purpose.

How has your journey shaped the leader you are today?

Looking back at more than 25 years in healthcare management, strategic operations and medical infrastructure development, the most fulfilling part of the journey has been seeing experience turn into something with a direct purpose for families. The establishment of Imprimis IVF & Fertility Centre in March 2022 became an important milestone in that transition. The vision was never simply to build another fertility-care organisation. It was to make advanced treatment more accessible, affordable and compassionate.

The journey since then has taken Imprimis from Gurugram to Jammu, Srinagar, Bhubaneswar, Haldwani, Muzaffarpur, Silchar, Agartala, Leh-Ladakh, Rajouri, Poonch and Berhampur. More than 5,000 babies have been born through the care we have provided, and every number carries a family story behind it. Awards and recognition, including the Indian Achievers’ Award for Business Leadership, have been encouraging, but the trust patients place in us during one of the most emotional journeys of their lives remains the achievement I value most.

What made you take fertility care beyond the metros?

I had seen too many couples travel long distances to metropolitan cities simply because specialised fertility treatment was not available closer to home. They were already carrying the emotional weight of infertility, and the additional travel brought financial pressure, time away from work and another layer of exhaustion. At some point, I felt geography should not become another barrier to parenthood.

The decision to take advanced fertility care into Tier-2 and Tier-3 regions was not an easy one. Establishing ART infrastructure, finding experienced professionals and maintaining the required laboratory standards outside major cities demands considerable investment and patience. There was understandable resistance, but the underlying need was difficult to ignore. We eventually expanded into places such as Jammu, Srinagar, Ladakh, Rajouri and Poonch. The response from patients strengthened my conviction. A decision rooted in a genuine human need can create meaningful impact, but sustainable growth still depends on disciplined execution.

Has protecting patient trust ever meant giving up a business opportunity?

Fertility care has a very personal dimension, and patients sometimes arrive expecting to begin IVF immediately. I have seen situations where our medical team advised a couple to undergo additional evaluation, counselling or another line of treatment instead. Such a recommendation can delay a treatment cycle, and from a purely short-term business perspective, it may not appear beneficial.

We have always chosen clinical appropriateness over commercial urgency. Patients deserve transparent information, realistic expectations and ethical guidance, particularly when they are making decisions under considerable emotional pressure. Simply put, a treatment should never be recommended simply because it generates revenue.

The lesson has stayed with me because healthcare growth built around short-term numbers cannot sustain itself. A patient may forget a promotional message, but they remember whether they were treated honestly, respectfully and with empathy. Trust is not an outcome of growth in healthcare. It is what makes responsible growth possible in the first place.

What opportunity are you most determined to pursue next?

India’s fertility-care landscape is changing, but the need is still much larger than the access available today. I am particularly excited about building Imprimis IVF into one of the country’s most trusted and accessible fertility-care networks, especially in regions where specialised reproductive care remains limited.

Our preparation is happening on several fronts. We are strengthening clinical systems, expanding responsibly into new regions, investing in advanced reproductive technologies and building skilled medical and counselling teams. Patient education is equally important because informed couples are better equipped to make confident decisions rather than navigating treatment through fear or misinformation.

This opportunity is meaningful because it brings together two ideas that should never be separated in healthcare: innovation and inclusion. Advanced reproductive care should not become something available only to people living in major cities. Bringing quality treatment closer to families, while maintaining the clinical standards and human support they deserve, is the direction I want to continue pursuing.

What belief will you never compromise on as a healthcare leader?

A healthcare organisation has to make many decisions as it grows, but one principle has remained non-negotiable for me: healthcare must remain ethical, transparent, and compassionate. Fertility treatment is not simply a medical intervention. It carries hope, anxiety, and the aspirations of an entire family, which changes our responsibility to every patient who walks through our doors.

The belief influences everything from counselling and treatment planning to how we communicate success possibilities and build our teams. Every fertility journey is different, so personalised care matters just as much as clinical expertise. Patients need clarity and emotional reassurance alongside treatment.

I have always believed long-term value matters more than short-term gain. An organisation that consistently puts patient wellbeing first earns something no marketing campaign can manufacture. Trust follows when people know their wellbeing will remain more important than the transaction.