Caroline Meynis de Paulin has been at the helm of Schmitz AG, a medtech company that will soon have seven employees, for eight years. Although she only met half of the job requirements at the time, she was hired as CEO. In the Stettler CEO Talk, she talks about her career leap to her dream job, the establishment and expansion of the company, and why she particularly enjoys restoring old furniture.
Looking back on eight years as CEO of Schmitz AG
Caroline Meynis de Paulin, when you look back on the last 8 years as CEO of Schmitz AG, what highlights do you particularly remember?
My first highlight was the inauguration and opening of our office. When I started as CEO, there was nothing there except for two employees in the field. Another highlight was our unconventional appearance at the IFAS Expo in Zurich. We presented our Swiss company, based in Freiburg, with a specially made product: an elegant gynecological chair with the finest upholstery made from medically tested Freiburg cowhide.
Was it well received?
Of course, there were a lot of discussions beforehand, because in the past, more conservative colors and marketing strategies had been chosen. In the end, however, I was able to enjoy the trust of the parent company’s management and was given free rein. It paid off, as our booth was very busy. Whether people found the campaign fresh or provocative, our chair became a running gag. Our small Swiss company was in the spotlight. Good conversations and new business relationships were formed.
What were the biggest challenges?
Creating a team that brings and builds expertise, takes responsibility, and works well together was a challenge. The biggest challenge, however, was dealing with tragic events: we had two deaths in our small team of six employees. Dealing with such blows of fate within the team and at the same time continuing to pursue our day-to-day business with additional commitment and enthusiasm is a very big challenge, which my team mastered with flying colors.
Schmitz AG: Family business as market leader
What are Schmitz AG’s strategic goals? Are new products planned?
On the one hand, we are the market leader in the field of gynecological examination chairs. We want to maintain and expand this market leadership, and we will be bringing a breath of fresh air to this area in 2023. We are also working hard on training our dealers.
On the other hand, we are still in the early stages of raising awareness of Schmitz AG as a manufacturer of mobile operating tables. The competition is fierce. Nevertheless, we want to position ourselves better in this segment in the future, also through strategic partnerships, especially in the outpatient sector.
Schmitz und Söhne, with around 250 employees, is a German company operating globally in the field of medical furniture and is still family-owned. You have previously worked in large medtech corporations. Where do you see the advantages of a family business
Schmitz und Söhne has been family-owned for four generations and is growing steadily. This great stability and growth are extremely positive for our Swiss subsidiary. As a sales subsidiary, we are proud to be able to market quality products from a German manufacturer that conducts its own product development and research. The challenge for our parent company is to make the leap from a family business to a globally active company, with the clear goal of achieving sustainable growth in our strategic markets and becoming one of the top three suppliers. We are very confident that we will achieve our goals.
An unusual career leap to CEO
You previously worked as a key account manager. How did you experience the rather unusual career leap from key account manager to CEO?
For me personally, this leap was something completely natural. I have always been an entrepreneurial type. It’s in my blood to tackle things energetically, make things happen, and build things up. The CEO position that was advertised at the time was my dream job. The fact that I only half met the requirements for this position on paper, considering my previous activities, and yet was given the opportunity to apply my skills and knowledge as CEO at still fills me with joy and gratitude today. The additional CAS training I completed in health management and general management certainly also had a positive influence on the decision to hire me as CEO.
What skills have helped you most in your career?
My French skills have helped me a lot. I owe this to my French teacher, who was exceptionally supportive and motivated me to go to Lausanne to really master French. My knowledge from studying philosophy has also helped me time and again, especially when it comes to successful argumentation. And last but not least, I also had very good female role models in management. My superiors were tough on the one hand, but on the other hand they had the courage to allow mistakes to happen so that we could learn from them. That was extremely beneficial.
What advice would you give to young women who want to pursue a career?
I am always cautious when it comes to commenting on careers. If a career means doing work that you enjoy, then that’s fine. But if it’s just about taking on a position of power even though you feel very uncomfortable doing so, I would rather not do it.
Important for a career are a strong will, curiosity, a willingness to invest in your work, and to continue learning. I recommend that young women start in a larger company so that they can work in different departments. They should also have more confidence in themselves and not be afraid to make demands.
Self-image, external image, and leadership style
How would you describe yourself in a few words?
Strong-willed, adaptable, humorous, optimistic, and to a certain extent also idealistic.
How would others describe you?
My partner often calls me V8.
How would you describe your leadership style?
Team-oriented, mutual trust, flat hierarchies, short and pragmatic team meetings, and I tend to be more of a coach.
What is most important to you when it comes to leadership?
Nipping mistakes in the bud. This can only be achieved if there is a good culture of error management that is also exemplified.
What do you expect from your employees, what do you particularly value?
Commitment, openness, and honesty. Clenched fists in pockets are undesirable.
Looking beyond the company
If you could change something with a snap of your fingers, what would it be?
Stop global warming. I live in Gryon in the Vaud Alps, enjoy mountain hiking, and, compared to the past, now only see scree instead of glaciers. That gives me pause for thought. Likewise—and this is where my idealistic side comes to the fore—I wish for solutions and peace wherever there is war, as is currently the case in Ukraine.
In addition to your work as CEO, what hobbies do you pursue?
Tennis, climbing, hiking, biking, ski touring, and… my partner and I love restoring old furniture. When I can use my own hands to create something new from something old, it makes my heart sing.
Conclusion
Caroline Meynis de Paulin stands for leadership with attitude. Looking back on eight years as CEO, it is clear how important it is to have the courage to take unconventional approaches, a functioning team culture, and a conscious approach to challenges.
The interview provides insight into her understanding of leadership, her expectations of employees, and her reflective view of career paths.
