Lydie Terret, General Manager of Exeltis Suisse SA, speaks in the Stettler CEO Talk about the different stages of founding her start-up. She shares stories ranging from the first “magical” encounter with her team members to obtaining the operating license, and discusses the product pipeline and the company’s ambitions. She also reveals why her childhood dream job as a “perfumer” still fascinates her today.
From Foundation to Market – Building Exeltis Switzerland
Lydie Terret, you have been General Manager of the pharma start-up Exeltis for almost 1.5 years and have built a team of 10 people. How did this come about?
Time flies! By November 2023 it will be 18 months … In the founding phase, every month counts. I was offered the wonderful adventure of setting up and further developing the Swiss subsidiary of the pharmaceutical company Exeltis, which is already active in the USA and Europe. Even though it is a start-up model, I should point out that my initial task was to build a structure in order to market and distribute several existing drugs from other countries. So, I focused on two parallel projects: sales and logistics on the one hand, and marketing and advertising on the other.
For the first project, I engaged external service providers in Switzerland while leveraging internal know-how. The structure created now works well, though it can still be improved.
For the second project, I started from scratch with a blank sheet of paper. I was able to draw on my network for the build-up, but time was tight.
To what extent do you feel the influence of the Spanish parent company Exeltis?
In day-to-day operations, I have little contact with the parent company. Our business model is very special: the parent company Exeltis works for the subsidiaries. In return, I commit to delivering what I have planned and negotiated. In short: I have a lot of freedom in my daily work, but I also have to meet economic targets.
What was the most intense experience for you during this start-up phase?
All experiences were intense, full of emotions and challenges, not to mention the workload. But one moment will remain unforgettable: the meeting with the team members last October. It was everyone’s first day at the company. There was a certain magic in that meeting, even though no one knew each other: after just a few hours, it felt as though we had been working together for years. I had never experienced anything like it in my 20 years of professional life. It was a mix of synergies, very positive vibes and pure happiness.
Another very intense time was the operating license phase. That was something completely new to me and a lot was at stake. Receiving the license was a big day.
How is Exeltis perceived on the market today?
After 10 months on the market, it is still too early to give a definitive verdict. However, I think we are perceived as a serious, professional and dynamic pharmaceutical company. As a result, practice doors are opening more easily.
What does your product pipeline look like and where do you see Exeltis in five years?
Exeltis specializes in gynecology, and we distribute drugs for various indications: from contraception to pregnancy to menopause. Exeltis also aims to expand into other therapeutic areas. My task in Switzerland remains to build and develop a strong team while expanding our product portfolio. If, at the same time, there is a need in the Swiss market that our portfolio can meet, we will seize the opportunity. So, I hope that in five years we will be known among Swiss gynecologists—and why not also in other therapeutic areas—as the best team.
Leadership in a Start-up – Trust, Team Dynamics and Corporate Culture
What is most important to you when it comes to leadership?
Trust. We have to believe in ourselves and trust ourselves. Otherwise, we cannot work under good conditions. People are the heart of every business: they are valuable, but at the same time very sensitive. The smallest misstep can jeopardize the balance that is essential for a small team to function smoothly.
What type of person fits in at Exeltis?
We are interested in various profiles, as long as they are adventurous, willing to share, eager to succeed and, of course, intelligent.
What challenges you the most?
Bringing everyone forward at the same pace, even though each person is different.
How do you react when things get critical?
That is a good question. I have learned that there is always a solution if you set priorities and act as quickly as possible to limit the impact of a critical situation. Although I am naturally rather impatient, in my professional life I act more calmly and tolerantly. But I still have much to learn …
What, for example, would you still like to learn?
How to work better with people who do not share the same working culture.
Personal Motivation and Future Vision of Lydie Terret
What was your dream job as a young girl?
I wanted to become a so-called “nose” and create perfumes.
What is your personal career recipe and how do you balance family and work?
I don’t have a recipe, except that I do everything I can to decide as freely and independently as possible, without being selfish. One also has to bravely face the challenges that life presents. According to my husband and my children (16 and 14 years old), I manage to balance private and professional life quite well. I can separate the different areas of my life and therefore hardly ever open my laptop in the evenings or on weekends. Perhaps I will become more career-oriented once the children have left home, but for now my family always comes first.
If you could change something with the snap of your fingers, what would it be?
If it were possible, I would study perfumery and become part of a perfume house.
Becoming a perfumer has been a dream of yours since childhood until today – what fascinates you about this profession?
It is a profession full of creativity, in which we use our sense of smell while drawing on our memories—it is something like a “nostalgic art.” This job fascinates me because it is a blend of poetry and nostalgia, the opposite of my current activity, where I rarely take the time to look back but am constantly looking toward the future.
Conclusion
The example of Exeltis Switzerland clearly shows how crucial a clear vision, trust and team spirit are for the successful development of a start-up. Lydie Terret demonstrates that leadership is not only about structures and strategies, but above all about the ability to connect people and boldly forge new paths. Her journey highlights that entrepreneurial freedom and personal passion can form the foundation for sustainable growth.
