Building companies, products and systems since 2000.

The decision was a product shift, not an abandonment of the technology. Internal use made it easier to integrate new technologies and test complex automated strategies more freely.

The work combined founder experience, investor logic and product thinking into direct questions: who pays, how demand is proven and how a team moves from idea to execution.

The project created valuable international experience, but did not reach the market development needed. Closing it was a sober business decision.

The work was hands-on: helping teenagers shape teams, validate ideas, present clearly and keep moving through uncertainty.

The event gave specialists a direct view of the connection between hardware, medical instruments, software and remote consultation.

The result is a concrete example of mentoring that combines problem understanding, a technology idea and business presentation.

The pilot included real consultations and tested the entire scenario from the school medical office to the doctor in a real environment.

We also delivered 20 Medcase kits used by municipal social-care teams when visiting people in need.

The local partner handled operations locally while the platform used the existing telemedicine solutions. The attempt did not establish itself on the market and ended toward the end of 2024.

This was a selection for participation, not an award. The process started from a broad pool of more than 1,500 potential companies and placed the project among those chosen for the program.

The status is presented precisely as finalist recognition, not as a won award.

The demonstration showed that the system was understandable beyond the local market and could support remote collaboration in an international professional setting.

The demonstration included Medcare, LZD and the connected devices - not a single concept, but the complete logic of the service.

This added a non-real-time remote observation layer to the real-time communication work in Medcare.

The company operated until the end of 2019. The market ultimately proved too small for the proposed healthy-food model, an important lesson in the difference between a strong product idea and sufficient market demand.