How to translate the experience gained at Stanford into Polish business reality ? How to build companies ready for global expansion and at the same time remember about values? Why in protecting health communication is just as important as procedures? About this, how to combine courage in investment with empathy and responsibility, explains entrepreneur and mentor Beata Drzazga, who recently completed a prestigious investment program at a44> Stanford University at Stanford University.

You completed an advanced investment program at Stanford University. What was your main experience from this project?

It was an extremely intensive and in-depth program, prepared by the Stanford Research Institute and Queen Hedvig Academy, in cooperation with specialists from Poland and the US, including Prof. Radosław Koszewski and Prof. Steve Cieśliński. Classes were held from early morning until late afternoon and were led by practitioners in the fields of venture capital, technology, and investment funds.

What was particularly valuable was the fact that the program did not focus solely on financial analysis. We focused on responsible decision-making, the practical elements of the Silicon Valley ecosystem, and reflection on how to create innovations that truly respond to people’s needs.
For me, it was a way of organizing many topics and, at the same time, gaining a new perspective on the global context of investing.

Which elements of the course did you find most valuable from the perspective of the Polish market?

One of the key issues was the venture capital market. In the US, global scaling has been considered practically from day one. In Poland, there is still a lot of caution and a piecemeal approach, which limits the potential of good projects.

The second extremely important block was technology, especially the application of artificial intelligence. Not in general terms, but in very specific areas: data analysis, market forecasts, and process automation. If Polish companies want to compete effectively on the international stage, they must develop faster and more consciously in this area.

There has also been much talk about corporate venture capital—a model in which large companies support smaller innovative projects. In Poland, this potential remains untapped, mainly due to risk aversion.

What differences between Polish and US entrepreneurs were most noticeable during the program?

The most striking thing was the attitude towards failure. In Silicon Valley, failure is not treated as a stigma, but as a stage of development. In Poland, we still have difficulty with this, and it hinders entrepreneurship.

The second major difference can be seen in the approach to scale of operations. American entrepreneurs plan globally from the outset. In Poland, we often consider the international market as something to be “thought about later.”

Finally, the approach to team building. In the US, an interdisciplinary approach prevails, and collaboration between people with different skills is the norm. In Poland, there is still a visible fear of losing control, which can be an obstacle to creating truly innovative projects.

You emphasized that you were the only woman in the group. Did that affect your perspective?

This came as no surprise to me, as there are still too few women participating in strategic discussions about investments, technology, and business development directions.
But this should not be the norm. Diversity in teams—whether gender, generational, or cultural—directly translates into the quality of decisions and innovation. Women should not give up their own perspective; their way of thinking is an important complement to male styles of action.

You have been working in healthcare for many years and describe yourself as a “patient ambassador.” What does this term mean?

It is primarily a moral obligation. Patients in the system are usually the weakest party—they lack the knowledge, tools, and often the courage to fight for their rights. That is why I believe that my role is to speak on their behalf: in debates, in conversations with decision-makers, but also in the day-to-day functioning of healthcare facilities.

A patient is a person with fears, pain, and a life story. Amidst the rush of procedures and responsibilities, this must not be forgotten. It is the foundation of quality care.

In one of the projects, she co-created a guide for patients. What should be done by a modern medical center so that the patient feels comfortable and at ease? so that patients feel safe?

Work culture is paramount. Staff who feel supported and valued naturally build positive relationships with patients.

The second element is communication. Without proper conversation, clear explanations, and attentive listening, patients cannot feel safe, even if the procedures are perfectly prepared. Simple, calm language and explanations of the next steps make a huge difference.

In a well-organized facility, the entire team is responsible for the patient’s well-being, not just the doctor or designated employee. Team responsibility is key.

Why so many problems arise from inappropriate communication with patients?

Many medical professionals do not realize how big the difference is between medical language and patient language. Overly technical, overly complex messages increase stress and feelings of helplessness.

Meanwhile, it is necessary to speak simply, clearly, and with attention to emotions. It is also the ability to listen, ask questions, and adjust the pace of the conversation. This can and must be taught—systematically.

In your statements, you often emphasize the role of the patient’s family. Why is it so important?

The family often plays a key role in the treatment process, especially in the case of chronic diseases, rehabilitation, and long-term care. It is the loved ones who support the patient mentally and organizationally. Often, they are the first to notice changes in health.

Therefore, treating the family as an “addition” to the patient is a mistake. All it takes is a moment of conversation, a clear explanation, and openness to questions. Staff must be aware that contact with the family is part of their job, not a burden. These are small things that build trust and really improve the quality of care.

Source: Gazeta Finanse