A recent agreement between Beverly Wilshire Medical Centre and KL Wellness City signals a major step forward for Malaysia’s medical tourism ambitions, with a sizable new facility planned in Bukit Jalil.

Beverly Wilshire Medical Centre (BWMC) will open a large new facility at KL Wellness City in Bukit Jalil, Kuala Lumpur, following a formal signing ceremony held on June 12, 2025. The collaboration marks a strategic alignment between two entities aiming to expand Malaysia’s presence in the regional healthcare and wellness sectors.

The upcoming BWMC facility will occupy around 22,000 square feet within The NOBEL Healthcare Park, KL Wellness City’s flagship medical complex, which is slated for completion by the end of 2025. BWMC is expected to begin operations there in the second half of 2026.

The move represents an expansion for Beverly JCG Ltd., the Singapore-listed parent company of BWMC. With existing operations in Kuala Lumpur, Johor Bahru, and other locations across Malaysia, the new centre at KL Wellness City is intended to strengthen the group’s role in medical tourism, particularly in aesthetic and anti-aging treatments.

Speaking at the ceremony, Dato’ Francis Ng, CEO of Beverly JCG Ltd and Chairman of BWMC, said the partnership demonstrates the group’s long-term commitment to Malaysia and the broader Southeast Asian market. “We foresee sustained demand for premium medical and aesthetic services, driven by increasing affluence across the region,” he said.

KL Wellness City’s Managing Director, Dato’ Dr. Colin Lee, echoed the sentiment, describing the collaboration as one rooted in a shared vision for integrated, value-based healthcare. “Beverly JCG’s participation helps position KL Wellness City as a key destination for high-quality, patient-focused care,” he said.

The signing event was held at the KL Wellness City Gallery and included addresses by both Dato’ Francis Ng and Dato’ Dr. Colin Lee, followed by a media Q&A session.

KL Wellness City is being developed as a comprehensive medical and wellness hub combining healthcare facilities, residential components, and commercial amenities. It aims to serve both Malaysian patients and international visitors seeking specialised or holistic treatments.

Beverly JCG Ltd, which rebranded in 2020 to reflect its shift toward the healthcare and beauty sectors, is listed on the Singapore Exchange Catalist board. The group’s involvement at KL Wellness City is part of a broader strategy to scale up regional operations and increase visibility within Asia’s competitive wellness industry.

As BWMC prepares to anchor itself within this new healthcare ecosystem, attention now turns to what this collaboration means for the company’s direction, growth strategy, and plans for innovation in patient care.

We recently had a chat with BWMC CEO Mr Howard Ng, who is also Deputy CEO of the parent company, Beverly JGC, about what this means for the evolution of healthcare tourism in Malaysia – and some recent accolades for BWMC, too. The interview has been edited for length and clarity.

Q: Malaysia was recently ranked as the world’s top medical tourism destination for 2025. From your perspective, what key factors have enabled this achievement, and how has Beverly JCG contributed to this success?

It’s truly inspiring to see Malaysia recognised at a global level. Several factors make this possible. We have world-class healthcare infrastructure, skilled medical professionals, and internationally accredited hospitals. Costs are significantly lower than in Western countries and even regional peers like Singapore, making Malaysia highly attractive to international patients.

Government support has also been instrumental. The Malaysia Healthcare Travel Council has done tremendous work in streamlining the medical tourism experience. Language accessibility, cultural familiarity, and halal-certified healthcare offerings make Malaysia a comfortable and convenient destination.

At Beverly Wilshire, our focus from day one has been on delivering outstanding service in aesthetic and cosmetic procedures. We pair experienced specialists with advanced technology, all at competitive pricing. That combination strongly reflects Malaysia’s overall medical tourism appeal.

Q: As the Chairman of a listed company in the medical aesthetics and healthcare sector, how are you navigating economic shifts and global uncertainties to sustain growth and innovation?

It starts with being consumer-centric. We closely monitor changing preferences and economic conditions to stay agile and responsive. Building customer trust through tailored services and accessible pricing remains a core strategy.

Strategic partnerships also play a vital role. Collaborations with research institutions, wellness centres, and other aesthetic providers help expand our reach and deepen our expertise. We also diversify revenue through new offerings, such as bariatric and orthopedic procedures, which helps mitigate risk during downturns.

Innovation is non-negotiable. Staying ahead of trends in biotechnology, AI, and personalised medicine allows us to offer differentiated services. And increasingly, sustainable and ethical business practices are becoming essential. We are integrating eco-conscious approaches into our operations, which adds long-term value and stability.

Q: You’ve often spoken about building future-ready organisations. What does that mean in practice, and how are you preparing Beverly JCG for the next decade of healthcare evolution?

To be future-ready is to be proactive, not reactive. At Beverly JCG, this means embracing a transformation mindset across operations, services, and talent development.

We’re rebranding and modernising our offerings to align with evolving consumer expectations in aesthetic and wellness care. Our recent partnership with KL Wellness City reflects this vision. That move positions us within a fully integrated medical hub, which supports our growth in premium and value-based healthcare.

Operationally, we’ve restructured to focus on core strengths. Outsourcing non-essential services and improving efficiency in our medical centres has already led to our first profitable year in over a decade.

Equally important is investing in our people. We ensure our teams regularly participate in medical expos, technical workshops, and global conferences. This constant upskilling equips our leadership to identify opportunities and navigate risk in an increasingly complex healthcare environment.

Q: With digital health solutions and cross-border medical travel on the rise, how is Beverly JCG positioning itself to lead in this increasingly competitive and technology-driven landscape?

Beverly JCG has been engaging with digital tools for some time now. With a significant portion of our clients coming from overseas, virtual consultations and telehealth services are already part of our operating model.

Our aesthetic medical and healthcare segment accounted for 96 percent of FY2022 revenue. This includes popular services among international patients such as cosmetic surgery, anti-aging treatments, dental aesthetics, and hair restoration. We currently operate two medical centres and six clinics across key Malaysian cities, so our physical presence is well positioned to meet this growing demand.

Our ongoing “Rebrand, Rebuild and Rejuvenate” initiative reinforces this. We’re upgrading our digital platforms and refining how we engage with patients online. While we haven’t publicly detailed tools like AI diagnostics or proprietary platforms yet, the direction is clear. Our focus is on personalised care packages, strong clinical credibility, and a seamless patient journey — whether local or international.

Q: What leadership principles have guided you through the transformation of Beverly JCG into a publicly listed entity on the Singapore Exchange, and what lessons can other Malaysian companies learn from this journey?

Clarity of vision was the starting point. We aimed to become a leading regional aesthetic and wellness group. That goal never changed, but we had to stay flexible, adapt to shifting markets, and continuously refine our strategy.

Strong governance and transparency were non-negotiable. Listing on the Singapore Exchange meant adhering to the highest regulatory standards. We built rigorous internal systems and committed to clear communication with all stakeholders. That helped build long-term trust, which is critical for public companies.

Empowering our people was also essential. No listing happens alone. We invested in talent across the board, ensuring our teams were aligned, accountable, and equipped for the transition.

Lastly, we kept a sharp focus on value creation. Going public wasn’t just about raising capital — it was about demonstrating long-term potential. We mapped out clear growth plans, including regional expansion and strategic service enhancement.

For Malaysian companies considering a similar path, I’d advise starting with a scalable corporate structure and embracing transparency from day one. Develop a team that can grow with the business, and craft a clear, differentiated equity story. Most importantly, seek the right guidance and stay open to tough feedback. The IPO journey is complex, but it’s also deeply rewarding when done right.