About the project
+300% operations, +541% growth in value. An investment that has improved eye care for thousands of patients.
+300% operations, +541% growth in value. An investment that has improved eye care for thousands of patients.
+300% operations, +541% growth in value. An investment that has improved eye care for thousands of patients.
Case Study: JL Eye Clinic
Case Study: JL Eye Clinic
Case Study: JL Eye Clinic
The transformation of the JL Eye Clinic shows that responsible investments in healthcare can bring measurable social impact.
In three years the number of operations increased by more than 300%, the value of the facility rose by 540%, and at the same time, the waiting time for patients was reduced by 25 days. The regional clinic has become a modern eye care center impacting five local areas.
Type of investment: healthcare facility – ophthalmology
Sector: cataract and refractive surgery
Year of acquisition: 2019
Investor: GAIN / Innova Healthcare
Location: Prague, Central Bohemia and Northern region
The transformation of the JL Eye Clinic shows that responsible investments in healthcare can bring measurable social impact.
Over three years, the volume of operations increased by more than 300 %, the value of the facility rose by 540 %, and at the same time, the waiting time for patients was reduced by 25 days. The regional clinic has become a modern eye care centre impacting five catchment areas.
Type of investment: healthcare facility – ophthalmology
Field: cataract and refractive surgery
Year of acquisition: 2019
Investor: GAIN / Innova Healthcare
Location: Prague, Central Bohemian and Northern regions
The transformation of the JL Eye Clinic shows that responsible investments in healthcare can bring measurable social impact.
Over three years, the volume of operations increased by more than 300 %, the value of the facility rose by 540 %, and at the same time, the waiting time for patients was reduced by 25 days. The regional clinic has become a modern eye care centre impacting five catchment areas.
Type of investment: healthcare facility – ophthalmology
Field: cataract and refractive surgery
Year of acquisition: 2019
Investor: GAIN / Innova Healthcare
Location: Prague, Central Bohemian and Northern regions
Investment summary
Investment summary
Investment summary
The JL Eye Clinic is one of the longest operating ophthalmological centres in the Czech Republic. At the time of acquisition (2019), the clinic was a stable regional player with a long history, quality medical support, but with limited capacity and a lack of investment in modern technologies.
The JL Eye Clinic is one of the longest-operating ophthalmological centres in the Czech Republic. At the time of acquisition (2019), the clinic was a stable regional player with a long history, quality medical background, but with limited capacity and a lack of investment in modern technologies.
The JL Eye Clinic is one of the longest-operating ophthalmological centres in the Czech Republic. At the time of acquisition (2019), the clinic was a stable regional player with a long history, quality medical background, but with limited capacity and a lack of investment in modern technologies.
Entry enterprise value (including Oční optika JL and associated operations) was approximately 60 million CZK. Based on the investments made, organic growth, and operating profit today according to DCF the current valuation of the clinic reaches ≈401 million CZK with a conservative WACC of 9% and a long-term projection of 5 years.
Entry enterprise value (including Optical optician JL and related operations) was approximately 60 million CZK. Based on the investments made, organic growth, and operational profit, today the DCF present valuation of the clinic reaches ≈401 million CZK with a conservative WACC of 9% and a long-term projection of 5 years.
Entry enterprise value (including Optical optician JL and related operations) was approximately 60 million CZK. Based on the investments made, organic growth, and operational profit, today the DCF present valuation of the clinic reaches ≈401 million CZK with a conservative WACC of 9% and a long-term projection of 5 years.
Strategic approach
Strategic approach
Strategic approach
The aim of the acquisition was to transform an established but capacity-constrained facility into a scalable centre for ophthalmic care with a high return on invested capital.
The aim of the acquisition was to transform an established, but capacity-limited workplace into a scalable centre for ophthalmic care with a high return on invested capital.
The aim of the acquisition was to transform an established, but capacity-limited workplace into a scalable centre for ophthalmic care with a high return on invested capital.
GAIN/InnovaHealthcare applied a management approach based on the principles of Value Creation Plan (VCP):
Operational efficiency: optimization of processes, increasing performance and utilization of capacities
Infrastructure upgrade: expansion of operating rooms, digitization of ordering systems
Human capital: stabilization and recruitment of key personnel
Network expansion: expansion into five catchment areas
GAIN/InnovaHealthcare has implemented a management approach based on the principles of Value Creation Plan (VCP):
Operational efficiency: process optimization, increased performance and utilization of capacities
Infrastructure upgrade: expansion of operating rooms, digitization of ordering systems
Human capital: stabilization and recruitment of key personnel
Network expansion: expansion into five catchment areas
GAIN/InnovaHealthcare has implemented a management approach based on the principles of Value Creation Plan (VCP):
Operational efficiency: process optimization, increased performance and utilization of capacities
Infrastructure upgrade: expansion of operating rooms, digitization of ordering systems
Human capital: stabilization and recruitment of key personnel
Network expansion: expansion into five catchment areas
70
280
Number of operations per month
+300 %
58
102
Patients per day
+76 %
1
4
Number of catchment areas
+400%
60
401
Enterprise value in million CZK
+568.3%
Integration process
Integration process
Integration process
Before acquisition:
The clinic was stable in terms of personnel and operations, but it was hindered by insufficient capacity and investment in technology. There was a lack of a clear expansion strategy and performance data management.
Integration (2020–2023):
Commissioning new operating rooms
Consolidation of the network of outpatient clinics under a unified brand
Implementation of centralized management reporting and controlling processes
Strengthening HR and educational programs for doctors
Outcome:
The clinic achieved full capacity utilization within 18 months
Reduction of average waiting time by 25 days
Increase in the number of surgeries by > 200 monthly
Before Acquisition:
The clinic was stable in terms of staffing and operations, but was held back by insufficient capacity and investment in technology. There was a lack of a clear expansion strategy and data performance management.
Integration (2020–2023):
Commissioning of new operating rooms
Consolidation of the network of outpatient clinics under a single brand
Implementation of centralized management reporting and control processes
Strengthening HR and training programmes for doctors
Outcome:
The clinic achieved full capacity utilization within 18 months
Reduction of average waiting time by 25 days
Increase in the number of surgeries by > 200 per month
Before Acquisition:
The clinic was stable in terms of staffing and operations, but was held back by insufficient capacity and investment in technology. There was a lack of a clear expansion strategy and data performance management.
Integration (2020–2023):
Commissioning of new operating rooms
Consolidation of the network of outpatient clinics under a single brand
Implementation of centralized management reporting and control processes
Strengthening HR and training programmes for doctors
Outcome:
The clinic achieved full capacity utilization within 18 months
Reduction of average waiting time by 25 days
Increase in the number of surgeries by > 200 per month
The JL clinic transformation shows that mature healthcare projects can achieve extraordinary growth in value and efficiency with proper management. A 300% increase in performance and multiple increases in EV are the results of a data-driven approach, not chance.
MUDr. Markéta Hellerová, MBA
Powerful and health-oriented, a member of the board of directors, managing director of Innova Healthcare
Plans for the future
Plans for the future
Plans for the future
Implementation of advanced laser platforms (LASIK / ReLEx SMILE)
Digitalization of the patient journey (AI triage, e-bookings, teleophthalmology)
Expanded collaboration with insurers and entry into international networks
Preparation for the expansion of the model to other regions (Brno, Hradec Králové, Olomouc)
Implementation of advanced laser platforms (LASIK / ReLEx SMILE)
Digitalisation of the patient journey (AI triage, e-bookings, tele-ophthalmology)
Expansion of cooperation with insurance companies and entry into international networks
Preparation for the expansion model into other regions (Brno, Hradec Králové, Olomouc)
Implementation of advanced laser platforms (LASIK / ReLEx SMILE)
Digitalisation of the patient journey (AI triage, e-bookings, tele-ophthalmology)
Expansion of cooperation with insurance companies and entry into international networks
Preparation for the expansion model into other regions (Brno, Hradec Králové, Olomouc)
Summary of value creation
Summary of value creation
Summary of value creation
GAIN / Innova Healthcare has demonstrated the ability to implement a complex operational and capital turnaround in the Czech healthcare environment.
The JL Eye Clinic is today a benchmark example of managed value transformation – a project that illustrates that quality healthcare infrastructure can generate market returns with equivalent social impact.
GAIN / Innova Healthcare demonstrated the ability to implement a complex operational and capital turnaround in the Czech healthcare environment.
The JL Eye Clinic is now a benchmark example of managed value transformation – a project that shows that quality healthcare infrastructure can generate market returns with an equivalent social impact.
GAIN / Innova Healthcare demonstrated the ability to implement a complex operational and capital turnaround in the Czech healthcare environment.
The JL Eye Clinic is now a benchmark example of managed value transformation – a project that shows that quality healthcare infrastructure can generate market returns with an equivalent social impact.
700+
employees in the group
400+
certified doctors
74%
employees have been with us for more than 5 years
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Contact
Contact us
Are you interested in our projects or do you want to collaborate with us? Write to us, and we will get back to you as soon as possible.
The GAIN Group is a private investor specializing in sectors with long-term growth potential, particularly in healthcare and sustainable technologies.
GAIN
All rights reserved
Contact
Contact us
Are you interested in our projects or do you want to collaborate with us? Write to us, and we will get back to you as soon as possible.
The GAIN Group is a private investor specializing in sectors with long-term growth potential, particularly in healthcare and sustainable technologies.
GAIN
All rights reserved
Contact
Contact us
Are you interested in our projects or do you want to collaborate with us? Write to us, and we will get back to you as soon as possible.
The GAIN Group is a private investor specializing in sectors with long-term growth potential, particularly in healthcare and sustainable technologies.
GAIN
All rights reserved