You Don’t Become a Leader Overnight
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WOMAN
to everything, while the staff must be able
to operate all functions easily. Healthcare
is becoming over-technologised, with
a strong focus on legislation, digitalisation,
and smart solutions—and yet the staff
are expected to perform almost
superhumanly.
I see huge development potential
and a deep sense of purpose here. We visit
hospitals, talk to people, and involve
them directly in the innovation. Our goal
is to ensure that the final product is not
only technologically advanced but also
genuinely user-friendly—one that doesn‘t
burden healthcare professionals, but truly
helps them.
What, in your view, distinguishes
a leader in the field of medical
technology? Is there something
specific to this sector?
Without a doubt, it’s the ability to connect
the technical world with humanity
and emotion. We are an engineering
company—we design technically complex
products—but at the same time we operate
deeply within healthcare. That requires
an understanding of the needs of both
patients and medical staff. We must be able
to perceive and truly grasp those needs—
and then translate them into solutions that
are functional, safe, and meaningful.
Was it difficult for you to let go
of certain areas and hand
over the responsibility?
At first, yes. I was worried I’d lose track
and control. But over time I realised that
I was overwhelmed—stuck in a loop with
no room even to breathe. That’s when
it dawned on me that I had a team around
me I could trust.
You are the academic guarantor
of the MBA programme Strategy
and Innovation in MedTech.
What led you to establish it?
I was inspired by the opportunity to connect
the academic world with real practice in the
field of medical technologies. Together
with lecturer Jiří Koleňák, CEO of Newton
University, we created a programme that
combines traditional management subjects
with topics such as AI in healthcare,
digitalisation, and telemedicine.
Even though it meant bridging very different
worlds together, it all came surprisingly
smooth thanks to the enthusiasm
of everyone involved. The programme
is unique both in its content and in
the people who teach in it. Our students
include university experts as well
as professionals directly from the field—
doctors, nurses, managers, consultants,
and representatives of institutions such
as the State Institute for Drug Control
(SÚKL). This creates a space for sharing that
has real value.
The programme is designed for everyone
active in the healthcare sector. However,
I would especially like to expand education
opportunities for healthcare professionals.
They are under immense technological
pressure today, yet often lack adequate
managerial training. The role of a head
nurse, for example, is no longer just about
care—it’s a demanding managerial position
that requires a complex set of skills.
Thank you for the interview.
Communicaon with SÚKL
diers from China’s. I had
to learn to think in parallel logics.