Saša Kozomara
Episode · #464
POSLOVNI ĐIR Saša Kozomara
Guest Saša KozomaraHosted by Bojana KoharevićMay 3, 2026
Saša Kozomara
About this episode
What you'll hear in this conversation
After 25 years in public healthcare, Saša Kozomara made a decisive shift into private practice, establishing Poliklinika Oftalma in Split. What began in 2007, with Kozomara as an 'anonymous doctor,' has since grown to serve over 22,000 patients annually, a scale he attributes to continuous, high-quality service rather than quick profit. This conversation explores the often-thorny path of entrepreneurship within the medical field, highlighting the stark differences in motivation and operational philosophy between public and private sectors. Readers will consider what it truly takes to build a thriving, patient-centric business from the ground up, and why many medical professionals shy away from that challenge.
Insights from the conversation
What to take from this episode
01
After 25 years in public healthcare, Saša Kozomara opened Poliklinika Oftalma, a move he now considers successful despite the initial difficulty. The decision to switch sectors isn't just a career change; it's a commitment to a fundamentally different operating philosophy, where personal reputation and direct patient service replace institutional stability.
02
Poliklinika Oftalma now serves 22,000 people annually, a scale Kozomara attributes to continuous, quality service, not overnight profit. Building a practice from scratch, as an 'anonymous doctor' in 2006, proves that sustained growth in healthcare comes from a long-term commitment to patient care, not just business metrics.
03
Many young doctors avoid private practice because it lacks the public sector's guaranteed income, where, as Kozomara puts it, 'whether you work or not, you will have.' This fundamental difference means private healthcare demands constant effort and a direct link between work output and income, a mindset shift many are unwilling to make.
04
When advising young doctors, Kozomara emphasizes two primary motivators: finances and status, alongside a love for the profession. If you can't pay young doctors adequately or offer them autonomy, they will leave, regardless of other opportunities, underscoring that even in mission-driven fields, practical incentives are paramount.
05
Young doctors often approach Kozomara at conferences, asking if he's happy with his choice to go private and if he regrets not staying in a public hospital. Seeing older colleagues not just survive but thrive in private practice is the most powerful motivator for the next generation, proving that visible success is a more compelling argument than any abstract advice.
06
Despite Croatia's EU membership, Kozomara notes a lack of significant European funds allocated to private healthcare, particularly for new equipment or diagnostic methods. This suggests that while entrepreneurship is encouraged, the infrastructure for supporting private health initiatives through external funding remains underdeveloped, leaving individual clinics to largely self-finance their growth.