Laurent James knows what it feels like to bear responsibility while no longer being in control. After 20 years in medical technology and a career in an international corporation, he founded Med-Innova 13 years ago for one simple reason: infrastructure should support people, not restrict them. Today, this thinking stands for medical technology solutions that are used every day in Swiss hospitals – often unnoticed, but crucial. A conversation about creative drive, trust, and the power of a well-coordinated team.
From a corporation to your own company
Mr. James, would you like to introduce yourself briefly?
I have been working in medical technology for over 30 years. I am originally from France, studied in Germany, and worked there for seven years. I was then transferred to Switzerland to work for a US corporation (because I am bilingual) and have settled in very well here. For me, Switzerland is an ideal combination of German structure and French esprit. My DACH management experience in the US corporation showed me that structures provide security, but real impact comes from responsibility and creative freedom. This attitude shapes my work at Med-Innova.
When did you take the plunge into self-employment and what motivated you to do so?
My scope for action within the corporation became smaller and smaller with each passing year. At the beginning, I was able to make decisions worth millions on my own, but in the end, I was no longer allowed to approve a 30-franc item without writing a long justification. I felt like a pilot in the cockpit who bears responsibility but is no longer allowed to fly the plane. This contradiction made me want to take back control.
To be honest, I never thought I would be able to work for myself, as I tend to be risk-averse. But I had a partner by my side whom I trusted, and that gave me the support I needed. I founded the company because I was convinced that with him behind me, I would be safe. Later, it turned out that I didn’t need that safety net at all. The decision to take the plunge was exactly the right one.
What did you want to do differently at Med-Innova from the outset?
Freedom. For myself—and for my employees.
Entrepreneurship with attitude
How were the early days?
The first contracts required a lot of persuasion in an environment where reliability, continuity, and security of partnerships are of central importance. A purchasing manager once said to me, “You’re likeable, but statistically you’ll be out of the market in two years.”
I financed everything myself and took care of building trust with customers, banks, and partners. At the same time, it was important to break habits. And habit, as I always say, is the strongest glue.
Which product did you start with?
Our first product solved an everyday but critical problem in hospitals: privacy, hygiene, and flexibility—without any structural alterations. We introduced Silentia folding screens at a time when many hospitals still separated their patients with curtains – whether in double and multi-bed rooms, intensive care and intermediate care wards, emergency departments, or other departments. Our solution, washable, hygienic room dividers, was a real innovation and was quickly adopted, especially in high-acuity areas. The first pioneering customers embraced the concept immediately.
This gave us a strong position early on in the areas of construction, renovation, and flexible room design. At the same time, we were able to expand our portfolio, for example with medical supply units from a family-owned company in northern France that meets extremely high quality and sustainability standards. Step by step, Med-Innova developed from a niche provider into a clearly positioned infrastructure specialist.
What does the product portfolio look like today and where is Med-Innova headed in the coming years?
While we have developed into a leading supplier of screen partition systems in Switzerland as a replacement for unhygienic curtain partitions and wall-mounted medical supply units, and are responsible for the majority of new hospital construction projects in all three language regions, we are now clearly working in two strategic directions:
- High-acuity area
We equip high-care areas such as operating rooms, intensive care units, and recovery rooms with ceiling supply units and medical lighting. The aim is to improve workflows for staff, use space more efficiently, and make technical infrastructure safer and more ergonomic. - Care and rehabilitation sector
Here, we focus on flexible, ergonomic, and comfortable room concepts that can be adapted to the changing needs of caregivers and patients or residents. Our goal is to make everyday care more sustainable and people-centered.
Our vision goes beyond pure product development:
We want to rethink long-term care. Care rooms should offer a feeling of well-being and comfort, while at the same time meeting all requirements for care, ergonomics, and safety. In our view, a care room is a “hotel room for health”: a place that feels pleasant and livable, yet is functional and safe.
Med-Innova in the market
Med-Innova offers solutions that are hardly noticeable in everyday hospital life. What does your portfolio consist of?
We supply the infrastructure behind medicine—supply units, folding screens, surgical lights. These are systems that make everyday clinical practice possible.
Our solutions are durable, flexible, and economical. For example, a folding screen has a service life of at least ten years—sometimes even over twenty years—and its TCO is around seven times cheaper than a curtain.
How is hospital infrastructure changing in Switzerland?
Hospitals are increasingly operating like private companies. They are under intense cost and competitive pressure and must operate economically. In the past, they were allocated budgets, but today they must generate revenue. Whether inpatient or outpatient, they are ultimately hotels offering healthcare services.
What does this mean for Med-Innova?
This is not a threat to us. On the contrary, our innovations deliver savings while also improving quality. In the particularly busy day-to-day running of a hospital, decisions are naturally based on proven partnerships and solutions. The biggest hurdle is therefore not cost pressure, but habit. Our task is to introduce innovative solutions that can be seamlessly integrated into existing structures.
“The hardest part is staying visionary. Anyone planning a hospital today that won’t open for another 15 years has to make decisions for a future that will have changed long ago.”
Freedom as a management principle
You repeatedly emphasize that the working atmosphere at Med-Innova is very good. What do you attribute this to?
Freedom and trust. I don’t control, I enable.
I actually heard the term “micromanagement” for the first time recently—during a job interview. For me, it’s inconceivable because when you trust people, it creates motivation, energy, and enthusiasm.
Future & personal motivation
After more than ten years, what motivates you the most?
The people: our employees, our customers, and the manufacturing plants we work with. Everyone brings their own knowledge, energy, and history to the table. It’s incredibly enriching.
And what advice would you give your 20-year-old self?
Freedom, curiosity, and the courage to experience new things. You have to experience things for yourself in order to grow. If you remain curious and question things, you will get further.
Conclusion
Med-Innova is growing not only thanks to innovative products, but also through a management style based on freedom, trust, and independence.
His approach creates a working atmosphere that promotes commitment and innovation – and shows how an SME can hold its own in a demanding market: with clarity, high-quality solutions, and a willingness to question habits. Laurent James stands for a form of entrepreneurship that puts people at the center and gives them space to develop their potential.
