Dr Nilukshi Wijesuriya, warmly known as ‘Nilu’ among her colleagues, has recently stepped into the role of clinical lead for Cellular Pathology at South West London Pathology (SWLP). With over five years at SWLP and an impressive career in histopathology, she is widely respected for her dedication and innovative approach. In a recent interview, Nilu shared her unique journey, empathetic leadership style, and vision for overcoming the challenges her team faces.
A diverse career in histopathology
Nilu’s career in healthcare spans prestigious institutions and diverse specialities, each stage building her expertise in histopathology. She began her training at the Royal Free Medical School in London, where she discovered a passion for histopathology during her third year—a speciality she hadn’t initially considered but quickly grew to love. After qualifying, she completed various clinical locum roles before securing a position in the South Thames training programme.
Over the years, she rotated between prominent hospitals, including St George’s, St Thomas’, and Lewisham, eventually taking on a consultant role at the Royal London Hospital, where she focused on dermatopathology, gastrointestinal, and liver pathology. Spending 13 years at the Royal London, Nilu cultivated a deep specialisation in skin pathology, which paved the way for her transition to SWLP in 2019. Embracing the opportunity to work exclusively in skin pathology at a leading skin cancer unit, she describes this role as a culmination of her dedication to healthcare and a rewarding next step in her career.
An unconventional path to leadership
Nilu’s path to her current role was not straightforward. Gaining her GCSEs and A-Levels in Hong Kong (where she spent her childhood), Nilu moved to London to attend the Royal Free Medical School, eventually pursuing her passion for histopathology. Early on, she didn’t picture herself in a leadership role but found herself encouraged by colleagues and mentors as her career developed.
“I never really planned on stepping into this position.”
she admitted with a laugh, but quickly added,
“It’s an honour. I’m here to represent my colleagues and the department, and I take that role very seriously.”
The decision to apply for the clinical lead role wasn’t automatic. “I served as the deputy clinical lead for three years under, and while it felt like a natural progression, I still had to interview for it,” she explained.
“There was no guarantee, and the role was open to everyone. But I knew that I could help bring continuity to the department and serve as a bridge between the consultants and the executive team.”
Redefining the clinical lead role
Nilu’s promotion reflects on SWLP’s recent efforts to redefine its leadership structure. Three years ago, she proposed to the executive team the need for a deputy clinical lead to support the expanding and increasingly complex department.
“It was clear that one person couldn’t handle everything. We had around 30 consultants and a merger with Croydon, with so many moving parts,”
she recalled.
“We convinced the executive team to redesign the role, creating a deputy clinical lead to provide continuity and on-ground support.”
Now that she has taken over the lead role herself, Nilu is supported by her deputy, Richard Griffiths.
“Richard and I work very well together. I’m lucky to have someone as dedicated as him in this position,”
she noted, highlighting the importance of a strong partnership at the leadership level.
“When you’re leading a department of this size, trust and shared responsibilities are essential.”
Leading with empathy and integrity
Nilu sees leadership as a natural extension of her clinical work, focusing on a style rooted in empathy and integrity.
“I’m not the kind of leader who just gives commands,”
she shared.
“I’d rather get people on board, help them find solutions, and empower them to think for themselves. Doctors inherently have leadership qualities; we’re trained to make decisions, teach, and guide others. But I think it’s more impactful when people feel supported rather than directed.”
Throughout the interview, her humour and humility were evident.
“I take my work very seriously, but I don’t take myself too seriously. I try to stay approachable, and I think it’s important to be a listener,”
she said with a smile. She described her consultant colleagues as ‘top-notch’ and praised their motivation and commitment to delivering high-quality care.
“They don’t need someone to tell them what to do; they’re incredibly self-driven.”
Nilu is also a strong advocate for creating a work environment that fosters morale and connection. “We have an annual summer barbecue, a Christmas party, and occasional lunches with pizza or samosas. Taking a step back to connect outside of work is important. It reminds us that we’re more than just colleagues running from one case to the next.”
A vision for the future
As she looks forward to her first year in this role, Nilu aims to address the department’s operational challenges and enhance her team’s work environment.
“It’s about making sure everyone’s working life is a bit easier and less pressured. If I can do that, it would be a significant achievement,”
she remarked. With recent hires filling vacancies in critical areas, she feels the department is on stronger footing, but there are still gaps in specialties like head and neck pathology.
“We’re actively working on these areas, but pathology relies so heavily on technical staff that any issues there can impact the clinical side.”
While she is enthusiastic about the potential of digital pathology and artificial intelligence, Nilu is pragmatic about the financial realities.
“Everyone’s excited about digital pathology and AI, but these technologies come with a hefty bill. We’re in the NHS, and there’s a finite pot of money. I’m optimistic, but I don’t think these technologies will solve our workforce issues overnight. For now, the real solution is building a strong team of skilled professionals.”
A more immediate development she’s encouraged by is the integration of biomedical scientist consultants into histopathology—a model already implemented at SWLP.
“In specialties like GI and gynaecological pathology, we’ve successfully trained biomedical scientists to become consultants, which opens up our profession to a wider audience,”
she explained.
“This change doesn’t come overnight, but it addresses the need for more hands-on-deck in our field.”
Advice for aspiring leaders
For those considering a leadership role in healthcare, Nilu recommends,
“Don’t shy away from it. Start small – become a specialty lead or an educational supervisor. Be open to learning and remember that leadership isn’t about having all the answers. It’s about bringing people together, listening, and empowering them.”
She hopes to inspire her colleagues to consider stepping up to leadership in the future.
“At the end of my tenure, I’d love it if my colleagues feel, ‘If she can do it, so can I,’”
she laughed.
“It would mean that I’ve done my job well if the next person steps up, sees the value, and feels ready to lead.”
An honoured role
As she reflects on her position, Nilu is deeply appreciative of the trust her colleagues have placed in her.
“I feel privileged to represent them. Despite the challenges, I consider it an honour that my colleagues have trusted me to be their clinical lead. That’s what keeps me motivated every day,”
she concluded.