Nigerians deserve world-class healthcare at home, and for Dr Ngozi Onyia, founder and interim CEO of Paelon Memorial Hospital, that belief has guided every major decision she has made over the past 15 years.
Now, as Paelon enters a new chapter under the Iwosan Group following a strategic acquisition, Dr Onyia says the move represents not a departure, but a deliberate step toward expanding the reach, depth, and sustainability of patient-centred care in Nigeria.
In this interview with BusinessDay, she reflects on the emotions behind the transition, why Iwosan’s vision aligned with Paelon’s philosophy, and what the partnership means for the future of integrated, homegrown healthcare in the country. Royal Ibeh brings the excerpt:
Congratulations on this major milestone for Paelon. How are you feeling about this moment, and what does it represent for you?
Thank you very much. This moment is both emotional and deeply fulfilling for me. Paelon has been my life’s work for the past 15 years, and watching it grow into a trusted, patient-centred facility has been one of my greatest joys. Joining the Iwosan Group represents a natural next chapter, one that allows Paelon’s values and clinical philosophy to scale sustainably.
For me personally, it is a moment of gratitude: gratitude to our patients who believed in us from day one, to our staff who built this culture alongside me, and now to Iwosan for recognising the unique brand of care we have nurtured and committing to amplify it. This milestone is not an ending; it is an evolution, a chance for Paelon to do more, reach further, and continue to uphold the same compassionate, ethical, and evidence-based care for which we are known.
Paelon has operated independently for 15 years with a very distinct clinical philosophy. What about Iwosan’s long-term strategy made this the right moment to join forces?
Iwosan’s strategy is grounded in something that matters deeply to me: a commitment to quality, patient safety, and the development of a truly integrated, Nigerian-led healthcare system. Their vision goes beyond acquiring facilities; it is about harmonising care pathways, raising clinical standards, and ensuring that Nigerians can access world-class care without having to leave the country.
What convinced me was the alignment of values. I saw a group that understood Paelon’s ethos and had the structure, capital, and governance to help us scale that ethos responsibly.
Iwosan also recognises that healthcare is fundamentally about people—the staff delivering care and the patients receiving it. Their ambitious national strategy focuses on strengthening systems, investing in talent, and providing continuity of care across the entire ecosystem. This made it clear that this was the right time and the right partner for Paelon.
As Interim CEO, what would your top priorities be over the first 12 months to strengthen Paelon’s impact within the Iwosan Group?
I would focus on three strategic priorities to ensure Paelon maximises its impact within the Iwosan Group. First, strengthen clinical governance and patient safety systems. Paelon already has a strong culture of quality, and integration with Iwosan gives us the opportunity to harmonise protocols, digital systems, and quality metrics across the network. My aim would be to embed best-in-class governance practices that maintain Paelon’s high standards while aligning with the broader group.
Second, investing in people and capability building. Our staff are at the heart of Paelon’s success, and I want to deepen training, mentorship, and professional development programmes, leveraging Iwosan’s wider pool of specialists and clinical resources. This will ensure our teams continue to grow in expertise and capacity, strengthening both Paelon and the wider network.
Finally, expanding access and the breadth of services. We will explore opportunities to grow specialist offerings, improve referral pathways, and enhance Paelon’s role within the Iwosan ecosystem. Key areas of focus will include family medicine, mother-and-child healthcare, chronic disease management, and preventive care. The goal is to ensure more Nigerians can access high-quality, patient-centred care while preserving the values and culture that have defined Paelon for the past 15 years.
Patients and staff naturally worry about a change in leadership or ownership. How are you ensuring continuity of Paelon’s standards of care, culture, and patient experience during this transition?
That concern is completely understandable. Paelon’s reputation has always been built on trust, and maintaining that trust is my top priority.
Our people, processes, and the culture of warmth, empathy, and evidence-based decision-making remain intact. What we are doing differently is enhancing that foundation by adding more structure, resources, and support through Iwosan’s governance framework. Patients will benefit from better systems, improved coordination, and expanded access to specialists—all while retaining the personalised, family-orientated care that defines Paelon.
Paelon became the first SafeCare Level 5 facility in Africa—a remarkable achievement. How do you see that legacy evolving under Iwosan?
Achieving SafeCare Level 5 was not just an award for us; it was a validation of our belief that quality can be taught, measured, and sustained. Under Iwosan, that legacy will be strengthened even further. We now have access to a larger quality improvement infrastructure and a group-wide culture that prioritises accountability and excellence.
My hope is that Paelon becomes a centre of excellence within the Iwosan network—a model for how primary and secondary care facilities can deliver safe, efficient, and compassionate services. Iwosan’s ambition and systems give us the support to push those boundaries even further.
Iwosan has made three major acquisitions in four years—Lagoon, Euracare, and now Paelon. How do you envision Paelon strengthening or complementing this growing network?
Each acquisition has brought something unique to the Iwosan Group. Lagoon added breadth of services, Euracare strengthened subspeciality care, and now Paelon brings a patient-centred, family-medicine-driven approach. What Paelon contributes is depth in chronic care management, preventive health, and personalised medicine, which complements the tertiary and specialist capabilities across the network. In effect, we provide a soft front door to the entire ecosystem, offering high-trust, family-focused care while connecting patients efficiently to Lagoon, Euracare, or other partners within Iwosan. This creates a more seamless and connected experience for patients and moves the group closer to its vision of being Nigeria’s most dependable integrated healthcare provider.
Nigeria faces persistent gaps in access and quality. How does this acquisition enable Paelon to play a role beyond Lagos, and what systemic changes do you hope to influence nationally?
Iwosan’s national footprint and long-term investment plan give Paelon a platform we never had before. Through this partnership, we can now contribute to standardising quality improvement systems, strengthening clinical training, and supporting the development of replicable models for primary and secondary care. My hope is to influence two critical areas across the country. First, to improve the capability of frontline healthcare teams so that quality becomes a tangible discipline, not an abstract idea. Second, to build patient-centred systems that respect dignity, foster empathy, and ensure continuity of care. If we succeed in these areas, we can make a meaningful difference in healthcare outcomes across Nigeria.
Five years from now, what would success look like for you personally, for Paelon, and for its role within the Iwosan network and Nigerian healthcare more broadly?
Five years from now, personal success would mean seeing Paelon’s values alive and thriving at scale. It would be the confidence that I have managed this transition responsibly, preserved what makes Paelon special, and positioned it for sustainable, long-term growth. For Paelon, success would mean operating as a centre of excellence in family medicine, mother-and-child care, and chronic disease management, fully integrated into the Iwosan network, delivering strong outcomes, and maintaining high patient satisfaction.
On a national level, I hope that Paelon and Iwosan together will demonstrate that homegrown healthcare organisations can consistently provide world-class care ethically, effectively, and at scale. That is the kind of future I want to help build.
