The Operating System Behind Breakthroughs: Why Venture Studios, Focus, and Execution Decide Outcomes in Healthcare
with Károly Szántó
There is a recurring mistake I see in healthcare innovation.
We treat the breakthrough as the event.
The molecule, the device, the diagnostic, the algorithm. The moment the data looks promising, the story writes itself. Slide decks fill up. Valuations stretch. New advisors appear. Capital starts moving.
Then reality arrives.
Recruitment is slower than planned. Protocols are amended. Sites underperform. Founders burn time on the wrong partnerships. Teams expand before the product is ready. The clinical plan is correct on paper, but fragile in execution. The best science in the world cannot outpace operational disorder.
This is why I keep returning to one idea across my work in clinical research and investing.
Execution is the asset.
Science creates possibility. Execution creates outcomes.
In a recent episode of Clinical Capital Conversations, I spoke with Károly Szántó. His career is a sequence of lived contrasts: introvert turned consultative sales leader, operator across dozens of countries, builder inside corporates and startups, then venture capital and venture studio architect. He calls his journey trial and error, then fine tuning a thesis.
I call it pattern recognition built the hard way.
And if you are an investor, founder, or university leader trying to build durable healthcare companies, the patterns matter more than the hype.
This essay is a practical distillation of what the conversation surfaced, combined with what I have learned building clinical infrastructure and backing founders across markets.
The goal is simple.
Make it easier to spot execution early, fund it intelligently, and build ventures that survive contact with reality.
Why non-linear careers often produce better builders
Károly said something that many high performers feel but rarely admit.
For years, he viewed his wide and varied path as a disadvantage. He compared himself to people who chose a lane early and drove straight.
But the day he discovered his “secret weapon,” the day he understood who he really is and what his core strength is, everything changed.
That moment matters because it signals a shift from activity to intent.
A founder with a linear path can be excellent. A founder with a non-linear path can be dangerous in the best way, because they have seen multiple failure modes.
They have held a quota. They have led teams. They have carried responsibility when a plan broke in the market. They have watched how incentives distort behavior. They have felt the weight of cash burn. They have sat on different sides of the table.
In healthcare, that range is not decoration. It is insulation against naive risk.
What I look for is not perfection in the story.
I look for proof that the operator has developed judgment.
Judgment is the real scarce resource. It is what lets you say no early, sequence correctly, and keep the mission intact when the first plan fails.
Consultative selling is not a soft skill, it is a diligence advantage
One of Károly’s early experiences shaped his whole approach.
He joined a Danish company in a Hungarian context and encountered a culture of trust, low micromanagement, and autonomy. He discovered that he liked selling, but not the loud version people stereotype.
He described himself as consultative. He is genuinely interested in the other person, and he wants to understand them.
That is not a personality footnote. It is a venture-building advantage.
If you can sell consultatively, you can do three critical things:
You can diagnose the real problem, not the stated problem
You can design a plan that aligns incentives across stakeholders
You can build relationships that survive friction
Healthcare is a stakeholder maze. Patients, investigators, hospitals, payers, regulators, strategic partners, and investors all care about different outcomes. If a founder cannot build trust across that network, timelines expand and costs explode.
This is why I do not treat communication as branding.
I treat it as operational infrastructure.
High risk is not the enemy, unmanaged risk is
A line from the episode should be on every founder’s desk:
“I am a high-risk taker, but a calculated risk taker. There is a huge difference.”
Most investors say they want bold founders. Many founders hear that and interpret it as permission to stack risks at the same time.
That is not boldness. That is chaos.
Calculated risk means you choose your fights. You understand your risks. You take them in the right order.
In healthcare, sequencing is everything.
You cannot fix trial design after you have recruited the wrong population. You cannot patch the regulatory strategy after you have triggered the wrong classification. You cannot retroactively create a reimbursement narrative after you built a product with no economic buyer.
Calculated risk is a discipline. It looks like this:
One clear wedge into the market
One primary endpoint that creates a decision
One operational plan with contingency built in
One team that can execute without heroic effort
One financing strategy that matches milestones, not dreams
When founders learn this, their odds change dramatically.
When investors enforce this, their portfolios become healthier.
Venture studios are not magic; they are focus machines
Károly is building UniPrisma Venture Studio. He framed it as a system that lets him do what he does best: build ventures and build the complex structures that support ventures.
That distinction matters.
Many ecosystems treat venture studios like a branding exercise. A logo, a demo day, a network, a few advisors. That is not a studio. That is marketing.
A real venture studio is an operating system.
It reduces entropy for early teams. It forces clarity. It makes the first 18 months less random.
Károly described a core value proposition that I strongly agree with:
Equip founders to reach goals, become investment-ready, and execute. And quite often, help them realize the goals they thought they had were not correct.
That is the job.
Most early teams are overconfident about their direction and underprepared for their constraints. A studio earns its keep by creating focus and removing distractions.
In practice, that means:
sharpening the thesis
defining the smallest viable proof
building a roadmap investors can trust
hiring for execution, not titles
making capital efficiency measurable
If you want to know if a venture studio is real, do not ask how many mentors it has.
Ask what it ships. Ask what it kills. Ask how it changes the probability curve for teams.
The university spinout problem is not science; it is market intelligence
This is one of the most important parts of the conversation.
Károly said university spinoffs suffer from what he called a “disease”: lack of market intelligence.
He also said we should not blame academia, because academia is not built for that. Better to acknowledge it and build a partnership between market and academia, then facilitate it.
That is exactly right.
Universities produce extraordinary science. But commercialization requires a different set of reflexes:
defining a buyer
proving willingness to pay
navigating regulatory and reimbursement
building a team that can operate outside grant cycles
making decisions with incomplete information
Tech transfer offices are often understaffed. Incentives are misaligned. Founders are trained to optimize publications, not go to market.
The solution is not to lecture universities.
The solution is to build bridges that make commercialization a repeatable process.
This is where studios, operators, and aligned capital can become force multipliers.
When it works, everyone benefits:
The university improves spinoff outcomes
Founders gain real support, not just paperwork
Investors get higher-quality deal flow
Patients get access to innovation sooner
If you are a capital allocator, do not dismiss university spinouts. But demand the missing layer.
Demand an operating partner that turns academic value into market value.
Impact is real, but it must be engineered
The conversation also touched on something I care deeply about.
Károly said one of the luxuries of life is choosing who you work with based on values. Partners, colleagues, projects, and founders. The right alignment improves efficiency and mood, and increases value creation.
I share that view, especially in healthcare.
Impact is not a slogan. It is what happens when a therapy, device, or diagnostic changes a patient’s life. That is the ultimate feedback loop. It is also what keeps operators going through inevitable setbacks.
But impact does not replace discipline.
In fact, the more impact you want, the more you must engineer execution. Otherwise, good intentions become wasted years and wasted capital.
I have seen too many teams chase impact while ignoring fundamentals:
Endpoints not tied to decisions
Clinical plans that cannot recruit
Budgets that assume best-case scenarios
Teams that are strong in science but weak in operations
Fundraising that overemphasizes story and underemphasizes milestones
The best founders I know hold both truths at the same time:
We are here to change outcomes, and we will do it with relentless operational clarity.
Ecosystems shift through examples, not policy first
When Peter asked about key challenges in building the ecosystem, Károly answered in a pragmatic way.
In the short run, identify committed founders and support them so they can reach goals and make an impact. By doing that, you encourage others who are considering spinning out research or starting companies. It becomes a domino effect.
He also said something I repeat often: control what you can control.
In emerging ecosystems, people get trapped in frustration. They want policy reform, cultural change, and institutional alignment. Those things matter, but they are slow.
The lever you can pull today is execution.
Create one credible success case. One company that ships. One spinout that reaches a real milestone. One partnership that brings market intelligence into the academic environment. One clinical plan that delivers clean data on time.
Once you have that, confidence spreads. Deal flow improves. Co-investors engage. Talent moves. The ecosystem gains a center of gravity.
This is how ecosystems actually form.
Not from conferences, but from proof.
What sophisticated investors should diligence in venture studio-backed healthcare deals
Peter’s audience includes investors who do not want science dreams that burn capital. They want asymmetric returns with downside protection. They want operators, not storytellers.
So here is a practical diligence lens, influenced by the episode and my own work.
1. Focus quality
What is the single most important milestone in the next 6 to 12 months?
Is the plan designed to hit it without heroic assumptions?
What did the team explicitly choose not to do?
A good studio-backed team can answer quickly. A weak team lists ten priorities and calls it a strategy.
2. Execution ownership
Who owns clinical execution day-to-day?
Who has done this exact phase, in this indication, in this geography?
What is the vendor strategy, and how is performance enforced?
If execution is outsourced without oversight, risk rises fast.
3. Market intelligence
Who is the buyer, and what is the economic argument?
What is the reimbursement path, even if early?
What is the competitive map, including substitutes and standard of care?
In healthcare, being clinically interesting is not the same as being commercially inevitable.
4. Regulatory realism
What is the classification and pathway?
What is the minimum dataset to create a regulatory decision?
What are the known unknowns, and what is the mitigation plan?
Regulatory surprise is one of the most expensive surprises.
5. Talent density
Does the team have the operator who turns plans into timelines?
Is there a credible medical and scientific core?
Is hiring sequenced, or is it title-driven?
Investors should fund capability, not ego.
6. Capital efficiency by design
What is the burn to milestone ratio?
What are the major cost drivers, and how are they controlled?
What is the contingency plan if recruitment or timelines slip?
Most failure is not one big mistake. It is death by a thousand overruns.
A simple framework for founders: Focus, proof, then scale
If you are building in healthcare and you want to reduce your own risk, use this framework.
Step 1: Focus
Define your wedge. Not your vision, your wedge.
The initial patient population
The primary decision maker
The one problem you solve better than anyone
The smallest viable claim you can prove
Step 2: Proof
Build evidence that changes the next conversation.
a dataset that enables a regulatory discussion
a clinical endpoint that derisks adoption
a pilot that demonstrates workflow fit
early payer logic and pricing anchor points
Proof is not press. Proof is what removes doubt.
Step 3: Scale
Only scale once your proof is credible.
expand indications
broaden geographies
hire for growth
raise larger rounds
Skipping the order creates the illusion of momentum, followed by a painful reset.
Why I am bullish on new venture building models in Central Europe and beyond
Part of the conversation highlighted a real opportunity: regions with strong medical education and talent, but weak commercialization infrastructure.
This is not limited to Hungary. It appears across Central and Eastern Europe, and in many markets across Asia as well.
When you combine:
Deep clinical talent
Motivated founders
Improving research infrastructure
Venture studios that force focus
Clinical execution partners that reduce friction
Aligned capital that values milestones
You can build a powerful engine.
It will not look like Silicon Valley. It should not.
Healthcare innovation needs localized operational advantage: patient access, site performance, cost efficiency, and regulatory competence across borders.
The winners will be teams that can operate globally while executing locally.
That is a serious moat.
The north star: relationships that compound
A final theme I took from Károly’s comments is that values alignment is not sentimental. It is strategic.
When you choose partners based on trust and shared intent, collaboration moves faster. Decisions improve. Conflict becomes productive instead of destructive.
In my world, the best outcomes come from long-term relationships where everyone has skin in the game.
Operators. Founders. Clinical leaders. Investors. Institutions.
That is how you build durable platforms, not just single assets.
If there is one takeaway I want to leave you with, it is this:
In healthcare, the best returns do not come from predicting the future. They come from building the execution systems that make the future inevitable.
Clinical Capital Conversations exists for that reason.
To stay close to the people building those systems, and to share what actually works.
If you want to discuss venture studios, university spinouts, or clinical execution as an investable moat, reach out. I am always open to serious builders.
Timecode:
00:00 Introduction and Guest Welcome
00:26 Karoly's Career Journey
01:16 Discovering Sales and Business Development
03:46 Embracing Entrepreneurship
07:55 Building Uni Prisma Venture Studio
08:49 Venture Capital Experience
13:57 Focus on Healthcare and Impact
18:09 Challenges and Future Vision
22:49 Conclusion and Final Thoughts
Links:
Peter M. Kovacs LinkedIn: https://www.linkedin.com/in/petermkovacs/
Peter M. Kovacs Personal Website:https://www.petermkovacs.com/
PMK Group Website: https://www.pmk-group.com/
Guests:
Károly Szántó: https://www.linkedin.com/in/karolyszanto1/
Transcript:
Pavlina Walter: I would love hear it to introduce and welcome Misa Hrdlickova We met a few months ago on a very interesting, actually presentation about age Management. Until that time, I absolutely didn't have a clue that there is something as a age management. Misa has also a very interesting background. And I hope you will introduce yourself to our audience and share with you, share with us more information about this age management. What is it and what is the mission?
Michaela Hrdlickova: Thank you very much for inviting me. Really that's great that I had chance to speak about the age management concept, and I'm glad that you like this. So maybe I will start with the, the concept. So the age management is, um, you know, it happened. In, uh, 1980 in Finland because Finland has the one of the oldest generation
So the government asked the Institute for o Occupational Health for helping them to somehow define. Um, you know, what's needed for people to keep them healthy and productive and keeping the long career. So the, the study started in 1980 and they, uh, the, the scientists started to study, you know, the impact of, uh, of, uh, age of.
On work and work ability. And in 1990s they started to create some, uh, systems and, and like advices, you know, and norms for, you know, creating positive environment, which is keeping, you know, uh, people healthy and productive and, and educated and ready for longer. Career. Um, and later in 2000, you know, they defined, you know, the mentoring sessions, uh, and ergonomy systems and so on.
And the the, what does it mean? Uh, the, the, it, you know, they, they define something like workability. Which is like a measured, um, it's, it's measured by tool workability index. This is like a standardized tool, which is now existing in 30 languages, and this tool is to measure workability of individual workers.
Towards, um, job demands, you know, so, uh, job, so, so the age management means caring of people in any age, in any life cycle, you know, to keep them healthy and, um, and productive and educated and, and ready for long, uh, long work. So this is age management and sometimes, you know, the, uh, people think, and especially employers that.
Age management means multi-generation collaboration. So this is part of it, you know, but the concept of finish concept, which was adopted by many European countries, is that one what I describe now.
Pavlina Walter: So if I would be a director of a big company, I would like to implement age management. Mm-hmm. To my company for my employees, what I should do.
Michaela Hrdlickova: Um, you, especially here in Czech Republic, for example, but, but I think there are many organizations in, in countries or directly Finland, you know? So, uh, you could, um, measure workability, uh, in, um, statistically important part of your, uh, employers, you know, and then, you know, you can, um. Take your results, you know, and then work together managers together with employers, uh, employees, sorry, uh, to create really improving processes and improve exactly the, the parts of the working environment, which is lowering, uh, workability of people.
Mm-hmm. So here I would say, this is my part because I love it, you know? If you are a leader, if you really care of your people, if you understand that, uh, uh, employee, they are really the, the key asset, you know, of, of your, um, company. You know, so then if you are really leader and you are caring of people, so then you would be interested in to hear from people what they need, how they feel, and especially work. Uh, age management means to tailor every individual workplace to. Measured work ability to individuals, you know, so. It's about to understand motivation of people, uh, to work with their talents, with their experience. Not sure what what's happening. Quite often, you know, to divide people on young and older and, and to have some, some doubts, you know, but really to work with facts, with data to measure, because it does not mean that the young people has higher workability and older people, therefore lower. This is not the case, you know, because. It's about health. And we know that especially in young generation, we can more and more observe, uh, psychological troubles and, and some issues, you know, issues, you know, which is really lowering the work ability, you know, so it's very important to really take care of, of this education, of this, remind people how important it's to take care and to, to be aware of prevention.Uh, you know, so, so. This, this is in, in, in nutshell,
Dr. Peter M Kovacs: but what kind of solutions we can offer or you can offer. So because we measure it, we, we know that we, we, we, we perform this evaluation, let's say. Mm-hmm. Within our company, within our network, uh, or, or, uh, or, or, um, environment. But what kind of solutions we can provide. Mm-hmm. To, to them.
Michaela Hrdlickova: So maybe let me shortly describe you the process of age management if you want to implement, you know, so Yes, they, if you are this, um, innovative leader Yes. And you, you want to implement, uh, this, this age management means to improve work environment. So it's, uh. Really caring of people from the beginning to the end, you know, of their work ability.
So you invite, for example, in Czech Republic here in my country, uh, us from age management at the organization, uh, we could measure, um, with work Ability Index, so we could have this data about the. Work demand and healthier people, you know, about their fitness and that exist. Another questionnaire, which is more focused on, uh, leadership style and, uh, and the other areas, you know, because work ability is, uh, composed from four levels, you know?
Mm-hmm. Important is your health, but then your knowledge and and experience. The third one is your motivation. And the last one, but not least, is leadership style. Some people are ready to work, but unfortunately with not the right leadership style, they are losing their, uh, work ability or motivation. You know, sometimes they are burnt, you know, so if you have this data.
So then you collect the data, you establish the focus groups of, uh, employee who participated in the, in the, in the questionnaire together with managers. And you, uh, you see, you know, what are the most important areas for improvement, and then you are working on it. And there are many. You know?
Michaela Hrdlickova: In ergonomic, in leadership style, in anything you can imagine. Yeah. And maybe for you to explain to, to understand better, you know, everybody has like a life cycle, you know, young people entering new job, they need education, for example. Then, uh, the, the middle generation, you know, they need like a help with their pressure from. Sites, you know, like a career demands and they're like a sandwich generation, you know, and care of children and mortgages and so on. And the, the, the oldest people, you know, they need to be ready for like a longer career. How to care their job, how to keep their work ability, you know, so, so this is really, there are many processes, there are many things that you, we can do for people, but it needs to be done, uh, by. You know, by knowledge of the data, the facts. Yes. Because typically employers ask questioners questions, but maybe questions which they want to hear, but not about what's the reality? Yes.
Dr. Peter M Kovacs: So it is much, much beyond the the physical health. Absolutely.
Michaela Hrdlickova: Yeah. It's motivation about knowledge about talent, mental health. Emotional mental health. Yeah. And, um, long life, uh, education and, um, preparing yourself for longer career, you know, because we all know. And, uh, what's very important, you know, that it is Finnish Institute, uh, advice is that employer. Companies are responsible for helping their individual people in stay houses, stay educated, stay, um, ready for long, long, um, I dunno, productivity of course, because only on, it depends the results of the company.
Pavlina Walter: How example, for example, are Czech companies open to this new system?
Michaela Hrdlickova: Um, they are now learning, you know, about, and maybe you, based on your experience, you could hear that many people. After my presentation, they said, wow, you changed really what we heard before about, uh, age management because everybody was like, okay, it's about collaboration among generations, you know, so, so now we are, so let's say, you know, the very important person, my friend. And she's the director of, uh, age management, uh, nonprofit organization in Czech Republic here, and she's really. Great Lady Elva, and she made advocacy since 2012. You know, here really educating government and everybody about this, this, uh, concept. Um, what we can see that still in Czech Republic, we did not adopt. I mean the, the, the government, this, this approach, you know, but I can tell you in Germany, in in Scandinavian countries, in Holland. Now newly in Slovakia, they're using this concept as a, as a government. So I hope soon will be here. So Elena started with the advocacy in, in government. At the same time, she is helping to, um, to initiate these processes in companies now, for example, um, au and, and this, uh, you know, area. They got the European, um, grant and they implemented in many, uh, organizations. Age management currently, for example, DAF experts mm-hmm. Is very successfully, uh, implementing, uh, this, uh, process. Now we are in discussion with Allianz, um, insurance company. Uh, so yeah. Um, you know, after they understand what's behind and how it could help to solve the challenges they are now, uh, they could see now in companies, they say, wow, yes, let's go for it, you know? Mm-hmm. But they need to understand.
Pavlina Walter: And if you have this group of young met and older generation, who is the most active in this kind of, um, process that you are having this five day course with them, how to implement this age management. So if you see this group, so
Michaela Hrdlickova: I would not say now you are speaking about the, the, the grant because uh, now, yeah, very special is existing.
Very special grant, you know, which is great. Which is offering just like what for free for companies, you know, to understand. So it's for five days, you know, um, it's for 12 people from each company and one certain needs to be plus 55, you know? Mm-hmm. And, uh, so at first day, uh, they have chance to learn about the concept, you know? Mm-hmm. What is the theory and what are the positive, uh, experiences in other countries? Mostly. In few companies here in Czech Republic. Then we have like two days workshop. Then fourth day is the leadership, um, multi-generation collaboration, um, mentoring, coaching, um, uh, basics. Mm-hmm. And then the last day is about halls and how to care and how to, you know, compare of your physical and psychological health. So. Interestingly, um, all types of generations. Mm-hmm. You know, young leaders or, or you know, older people. It's more about who leader, interested in people and, um, you know, wanted to like, uh, so you, you asked me, you know, who mostly, and I'm just mm-hmm. Just really now thinking of, you know, I would say it's not about age, it's about the.
The vision approach about, you know, if somebody is really like, um, inspirational, innovative leader who understands, you know, the role of people and how important they are, these are the people who go for this, this project. Mm-hmm. Typically, you know, unfortunately, I could tell you that what my observation. Maybe there is more people who are still, uh, operational managers. Mm-hmm. Not caring so much of people, uh, unfortunately working very often with like, doubts, you know, that like older people do not know about it. New, um, media and, you know, and young people, they don't want to work and, and so this helps, you know, like aging. Mm-hmm. You know, so I would say. This, they are like a majority of managers, but they are still existing people, leaders who go in this, this right approach. So these are the people I'm working with.
Pavlina Walter: Excellent. And, um, you actually didn't mention, uh, your background. If you can a little bit share with us your background.
Michaela Hrdlickova: I, my background, I'm scientist. Mm-hmm. I studied, uh, biology. In university in Berno. I'm specialized in microbiology molecular biology. I, I have attestation from, from microbiology, so I spent few years in the hospital, in microbiology laboratory and in genetics. But then. It circumstances. Actually, it was very, um, you know, soon after, uh, the revolution here. Mm-hmm. So I started in, um, uh, in company. First company was wired is it was pharmaceutical company, which unfortunately don't, does not exist anymore after acquisition with, with, uh, with another company. So, but I was really lucky because they, um, developed, uh, drugs based on, uh, you know, the. The, the science, like genetic, uh, molecular, uh, engineering, you know, uh, very innovative drugs that I could really use and build on my education. Mm-hmm. You know, so I had chance to launch really very innovative drugs in, in, uh, in Czech Republic. And then the, the second company was Biogen is one of the biggest biotechnology companies with, um, headquarter in Boston. Um. Really great company having their own, uh, scientific, um, background, you know, being focused on, um, neurodegenerative diseases.They, maybe you heard about the first. Drugs for Alzheimer thesis or, you know, I'm really happy I can share with you that I, um, launched first, um, treatment for spinal muscular atrophy here in Czech Republic with my team. So, so my background is scientific, but I really nicely used my knowledge and my, my background in, in.In the business, you know,
Dr. Peter M Kovacs: in corporate work.
Michaela Hrdlickova: Yeah. And, and this is maybe like a bridge too, you know, you probably are interested in how, how is that? I am from this science and, and pharma, uh, and Pharmac pharmacy and, and this business here where I am now. So I spent like 17 years in, in the company and, uh.
At the beginning, you know, my, my key focus was on science and, and medicine and helping patients, you know, but then, you know, and I, I did not know if, if I really wanted to, to lead people. Yeah. I, I knew nothing about leadership, you know, but then coincidentally I was offered to, to lead the team. And, you know, my, my friend, she was like, Michaela a Biogen is looking for director in Czech Republic. And, uh, I was like. I don't know whom I would advise. And she said, no, I'm asking you if you want to, to try. You know, so yes, it happened, you know, and, uh, I had chance in the, in the American company, uh, naturally learn about leadership, about, uh, company culture, about, um, potency of understanding the motivation of people in general about leadership.And I really like it, you know, and I know how important it is. If you want to really keep like a. Not only people happy, but business successful, you know? And so I tend to understand people from bigger, uh, not, not people, but, but things from the, uh, higher perspective, you know? So it was, for me, it was not only like a selling drugs, you know, and bring drugs to people.It was more about understanding healthcare system, social environment. And then I learned, I know how Czech population is aging, and uh, I was really surprised that no, no. No strategic exists. Mm-hmm. You know, and coincidentally, I met, Ilona Stravova whom I already mentioned, you know, she explained to me, you know, about the age management and about this, this concept, you know, so I, I became a member of the organization just voluntarily, you know, and about the concept, you know, and I was like a voting for people to really have access to, to innovative drugs and to really.Stay healthy, you know? So it was like a beginning, you know? And in 2023 I decided to, to leave the company and to, um, to create my own business, you know, to be more focused on work-life balance. Not to work anymore, like so much time of my life, but, but really to use the experience I learned, uh, during my previous career, you know, which was like, uh.N because I know the healthcare system. I think in Czech Republic and, and abroad, I learned a lot about, uh, people motivation and potency of leadership. And I learned a lot about, um, aging population. And, you know, what's needed and what's missing here in Czech Republic. And I did not mention that during the, the time I was that country director, uh, I was, uh, contacted by, um, like Lea Chestna she was the, the, uh, the one who created here, business professional woman, um, organization.And thanks to this I learned about mentoring, you know, and she was organizing, um, equal pay day, which is like a mentoring sessions for, uh, junior. Um. Ladies and, and, and junior managers for women, you know? Yeah. And in that way I learned, you know, how much my experience could help to others, you know, and, and thanks to their feedback, you know, I said, okay, make it.I can do so. After I finished my career in corporation and started my own business, so I decided, okay, I will, I will build on this experience. So I will use my experience in head in, in house care, in age management and leadership. And so. Mostly I do consulting and mentoring now. And where,
Dr. Peter M Kovacs: where do you see yourself in the next five years?
Michaela Hrdlickova: Where I am now? Yes. Yes, yes. Maybe, maybe no, because you know, I am already in, in the age, you know, when maybe other people would say, now I go for like, you know, but. You know, many, many people in my age, you know, if they're healthy, they can still live Like 30 active Yeah. Active 30 years, you know? Yes. So, of course it's up to me, you know, how I care of myself, my health, my, my, uh, show a good example.
Yeah, exactly. You know, I could be like a good example. What maybe I would love to do more is because all my life I spent in contact with, uh, with broad, with uh, um, you know. People in, in Europe and, and the, in the us you know, which I really love. So maybe if I do what I do here in Czech Republic, I do for more like international audience, this is maybe one step more I could do.But in general, I would love now to, uh, to live my, my dream to partially work, but then to have more time on my hobbies and, and myself.
Pavlina Walter: And what would be your advice for a young generation, but also for the old generation?
Michaela Hrdlickova: Hmm. For everybody. Mm-hmm. Um, my advice, my advice would be to really think about, um, your why.To really keep your why, and, and it, it should be directional where you go your, your life. Um, take care of your, uh, healthy, you know, do what you want, not what others want you to do. Um, yeah. And, and keep your workability forever.
Dr. Peter M Kovacs: Yeah. You mentioned this, why, and I was just really recently served, uh, really surprised that, uh, I try to hire a couple of, uh, colleagues and I, I raised this question of why the most of the people that, especially young generation, they can give me any answer for that.
Michaela Hrdlickova: I, maybe I can give you the answer. Yeah. And I know it's quite pro provocative, but I, I don't think it's only in Czech Republic, but in Czech Republic there, it was done some, some survey. Very often decision of what young generation is doing. Was decision of parents not, not to themself.
Dr. Peter M Kovacs: Yes.
Michaela Hrdlickova: And many people study schools or anything, which was a decision of their parents or anybody.Directly. Indirectly, but Exactly. Yeah.
Dr. Peter M Kovacs: They end up the same thing. And I can
Michaela Hrdlickova: tell you, I, I, I'm working with many young people. Like a mentoring sessions, you know, who are not happy because they did not follow their why and dreams. They followed what was advised to to them by parents. Yeah. And then these people are not happy.Yes, yes. Usually.
Dr. Peter M Kovacs: It's, I, I can confirm. Yeah.
Pavlina Walter: So hopefully we can, uh, change this situation and we wish you all good luck. And for more information we'll definitely share with our audience more information about age management and with the companies your grant, which is for free, and they can use it and implement it in their companies. Thank you. Thank you for inviting me. Thank you so much. Pleasure. Yeah, it was a very interesting topic. Thank you. Thank you. Thank you.