Priveo Santé
co-owner & board · 2025 →The origin
Two friends and a healthy business.
Priveo started with a friend and an unusual opportunity: a cash-flow-positive services business in healthcare, focused at the time on travel health. No burn rate to outrun, no pitch deck, just a real business with real patients and room to become something bigger.
What caught our attention was the shape of the demand. Healthcare in Québec has no shortage of people looking for care, and the appetite stretches well beyond travel clinics; the demand is elastic in a way most services businesses can only dream about. So we decided to build on that base: Priveo Santé, an accessible private health clinic network across greater Montréal and Québec.
The vision
Care that comes full circle.
The clinics run on five values that double as product decisions: accessibility, because care you cannot reach is not care; customer experience, because a clinic visit should feel considered, not endured; cost, because private should not mean out of reach; professionalism, in every room and every interaction; and care that is 360°, following the whole person rather than a single appointment.
Family medicine, minor emergencies, mental health, and a growing list of services, delivered across the network for people who would rather see a clinician this week than wait for a slot to open somewhere in the system.
The network · clinic or brand imagery
My part
The projects, not the title.
On paper I am a co-owner and board member, and a core advisor to the executive team. In practice the seat is a workbench. The projects tell it better than the title does:
- The marketing and operations engine: built to scale the network efficiently, profitable from day one
- The expansion of the services offered across the clinics
- The implementation of AI throughout the network's processes, from scheduling to the thousand small frictions of running clinics well
- Strategic projects with the executive team, taken end to end rather than reviewed from a distance
The impact
Growth that pays for itself.
The through-line so far is disciplined growth: revenue climbing across the network, the offering widening, and the economics never asked to wait for scale. Growth as a habit, not a gamble.