Concierge care: A new layer for Europe’s healthcare systems
Interview with Oldřich Šubrt, Chairman
Across Europe, public healthcare systems are reaching their limits as demand rises and resources remain stretched. Because patients expect faster access, more time with doctors and better coordination – and show a growing willingness to invest in their own health – new hybrid care models are gaining traction. Program H plus, a.s., a Czech healthcare provider, is at the forefront of this shift with its concierge medicine approach. Chairman MUDr. Oldřich Šubrt, CSc., MBA, explains how combining data, prevention and personalized care is redefining healthcare for a more demanding, health-conscious generation.
European Business: Mr. Šubrt, what originally motivated you to found Program H plus?
Oldřich Šubrt: After more than 30 years in senior healthcare management, including running hospitals, I found myself at a crossroads in my early fifties. At the same time, I had seen the limits of standard public healthcare. Everyone is covered, which is good, but access, time and coordination are often missing. I decided to bring the concept of concierge medicine from the US to Central Europe.
European Business: How does this model fit into the Czech healthcare system?
Oldřich Šubrt: The Czech system is similar to Germany’s: universal coverage funded largely through employers and the state. What we add is not a replacement, but an additional layer. Clients pay a monthly or annual fee for guaranteed access, longer consultations and coordinated care that the public system cannot always provide.
European Business: How has the company developed since its launch?
Oldřich Šubrt: We started in 2010 as a very small operation. We had five doctors and about 1 million EUR in revenue. Today we have around 200 employees, three clinics, roughly 12,000 clients and annual revenues of around 10 to 11 million EUR. We are still a boutique provider, but a stable and profitable one focused on quality and personalized long-term care.
European Business: What were the biggest challenges along the way?
Oldřich Šubrt: Economic cycles. During the financial crisis, many corporate clients cut employee benefits and we lost about 20% of our clients very quickly. Later, regulatory changes temporarily made our services less tax-efficient. But the most important turning point was the Covid pandemic.
European Business: In what way?
Oldřich Šubrt: Covid showed the value of preparedness and data. Because we had fully digitalized medical records, we were able to segment our clients by risk within days. That allowed us to prioritize care, support vaccinations early and stay close to our patients when the public system was overwhelmed.
European Business: Data seems central to your model.
Oldřich Šubrt: Absolutely. Our doctors document everything digitally and transparently. Patients can see their records at any time. This creates what I call ‘truthful data’. In healthcare, data is often created for billing, not for care. That leads to distortions. In our system, patients see everything their doctors write, in real time. That changes behaviour. Physicians document more accurately, and patients become active partners. The result is data you can actually trust – which is essential if you want to do prevention, risk management or, in the future, AI-supported medicine. For us, this transparency is not only ethical; it is a strategic asset and a key driver of the company’s value.
European Business: What exactly do clients receive in practical terms?
Oldřich Šubrt: Each client has a dedicated GP with a much smaller patient list than normal, so there is time: 30 minutes per appointment at least. Specialists are integrated into our clinics, and when hospital care is needed, we coordinate everything, including private rooms and follow-up. It is one system, not fragmented care.
European Business: Who are your typical clients?
Oldřich Šubrt: Roughly half are private individuals or families who pay themselves and stay with us for many years. The other half are corporate clients, often senior managers or specialists. For them, health is not just personal; it protects their ability to work and lead.
European Business: You speak a lot about prevention and longevity. Why?
Oldřich Šubrt: Treating illness is not enough. Our goal is to keep people healthy and capable for as long as possible. That means evidence-based prevention, genetics, psychology and psychosomatic medicine. Mental health issues at age 35 often translate to physical disease by the time people hit 50. We want to intervene much earlier using data and a truly personalized, proactive healthcare approach.
European Business: How do you see the future of the company?
Oldřich Šubrt: We will remain a boutique provider; you cannot deliver this level of care to 100,000 people. But we also see opportunities in corporate health management, using aggregated data to improve the wellbeing of entire organizations. In that sense, healthcare becomes a strategic asset, not just a cost.