Main activity of the company • Private hospital group structured as a joint-stock company, comprising six hospitals and two outpatient clinics operating under a holding structure with separate legal entities and governance bodies, delivering comprehensive care including prevention, acute care, rehabilitation, physical therapy, and long-term care. Personal responsibilities and tasks/projects • Full P&L responsibility and strategic leadership of the group, CEO of the holding organisation • Chairing the supervisory boards of the subsidiaries (=hospitals). • 2024: Legal and organisational merger of the Group Mediterra hospitals and subsidiaries Mělník and Neratovice, resulting in a significant improvement in both quality of care and profitability. • Since 2019: Leadership of a €25m investment and reconstruction program at the Mělník hospital—one of the largest private healthcare investments in the Czech Republic—driving a fundamental transformation of the treatment portfolio and organisational structure. • Since 2015: Successful introduction and scaling of medical tourism as a strategic growth pillar; by 2025, €1.5m revenue with ~40% EBITDA margin. • Comprehensive organisational transformation, including streamlining of medical and administrative processes and systematic efficiency gains. • 2014: Group-wide legal restructuring (1 holding company and 9 subsidiaries); conversion to a joint-stock company, spin-off of management functions, revaluation of shareholdings, and consolidation under Group Mediterra a.s. • Execution and integration of multiple M&A transactions. • 2013: Strategic restructuring of the service portfolio in response to Czech healthcare reimbursement reforms; overcompensation of reimbursement cuts and increase of profitability Achievements • Group Performance (2025) and development: • Revenue: €112.9m (2008: €24m) • EBITDA: €17.5m, margin 15.5% (2008: €1.9m, margin 7.9%) • EBITDA CAGR: ~14% • Beds: 1,150 (2008: 450) • Successful JCI accreditation of all hospitals within the group. • Multiple national awards for Highest Patient Satisfaction and Highest Employee Satisfaction in the Czech Republic and award as “Most Profitable Hospital in the Czech Republic.”

Main activity of the company • Provision of comprehensive facility management services to the Group Mediterra hospitals Personal responsibilities and tasks/projects • Oversight of operational performance, contracts, and service quality. Achievements • Establishment of the company incl. outsourcing of the facility management services from Group Mediterra to VAMED CZ, s.r.o.

Main activity of the company • Provision of comprehensive facility management services to the hospitals of the VINZENZ Group Personal responsibilities and tasks/projects • Establishment and development of SANTESIS Technisches Gebäudemanagement & Service GmbH. • Led the outsourcing of the technical and infrastructural hospital management for 6 hospitals (~2,000 beds) of the Vinzenz Group into SANTESIS. • Built the company into a fully operational and profitable entity, including: • Corporate strategy definition and organisational design • Workforce transfer and development • Implementation of management, financial, legal, and HR processes • Design of controlling and reporting systems • Selection and rollout of IT systems for technical facility management • Implementation of quality management systems Achievements • Formation and establishment of the company SANTESIS • Definition of the strategy of the company incl. measures for implementation • Building the company from scratch incl. organisational structure, process organisation, limits of authority and strategic management cycle • ISO 9001:2000 certification

Main activity of the company • Provision of comprehensive facility management services to the Vienna General Hospital (2500 beds) Personal responsibilities and tasks/projects • Leadership responsibility for 70 employees and associated budgets. • Implementation of short- and mid-term corporate strategies. • Continuous optimisation of internal processes with a strong focus on customer satisfaction. • Identification and realisation of efficiency improvements in maintenance and operational strategies. • Led major transformation initiatives including: • Organisational restructuring and centralisation of operational functions • Establishment of a Central Business Management unit • Development of a process-oriented management and controlling system • Introduction of strategic planning and performance controlling • Implementation of the EFQM excellence model Achievements • Successful re-organisation of entire company, implementation of a competence-centre and performance-centre model • Change of the reimbursement system between VAMED-KMB and the City of Vienna (150 mio EUR p.a.) from a hourly-rate model to a lump-sum model incl. a progressive annual savings mechanism • ISO 9001:2000 and ISO 13485:2003 certifications • Implementation of the EFQM excellence model

Main activities • Research and Education Personal responsibilities and tasks/projects • Research and teaching in plant management, quality and process management, controlling, and project management. • Managed approx. 15 industry projects (e.g. BMW Motors, Siemens- Matsushita, Philips, Böhler Edelstahl, Flextronics). • Author of approx. 20 scientific publications. • Author of the book: “Die lernende Instandhaltungsorganisation – Ein Anwendungsmodell am Beispiel der Stillstandsreduktion”, Deutscher Universitätsverlag, Wiesbaden, 2002 Achievements • Successful, evidence based completion of numerous productivity increase- and performance enhancement projects