Thomas Schärer, long-standing managing director of Mathys (Switzerland) GmbH, talks to Stettler CEO Talk about the impact of the takeover by US group Colfax Corporation and explains where he is focusing his management efforts amid the transformation and why sailing is such an integral part of his life.
The subsidiary Mathys (Switzerland) GmbH, responsible for the Swiss market, is one of 11 branches of the Swiss orthopedic company Mathys AG Bettlach.
A defining moment in twelve years of management
Thomas Schärer, in April you will be able to look back on 12 years as managing director of Mathys (Switzerland) GmbH. Which event would you describe as particularly decisive?
The takeover of Mathys AG in the summer of 2021 by the American company DJO, a subsidiary of the US group Colfax Corporation, has been very significant for us as a long-established company. This merger has many positive aspects, but also presents major challenges – especially for our team. We are in the midst of a transformation that is forcing us to change the way we think and act.
What potential does this merger have for Switzerland? What are your hopes for it?
It will enable us to significantly expand our position in the growing market for artificial joints. For us, it opens an important door to enter the North American market.
We hope that we will be able to bring new innovative products to market and that we will be able to meet the European regulatory requirements under the MDR with confidence and strength.
New opportunities through synergies and strategic focus
Mathys (Switzerland) GmbH has always had to compete with major rivals. Can you already see any positive synergy effects from the acquisition?
This year, we will be able to launch the new EMPOWR 3D knee system and the Altivate Standard Reverse prosthesis from DJO in our main market, i.e., the Swiss market.
Pipeline 2022 – What else can we expect?
This year, we will launch a total of five new products in addition to the implants already mentioned. In the hip sector, our successful product, the “RM Pressfit vitamys” hip socket with increased dislocation resistance, will be available. In the shoulder segment, we are launching a world first with the cementless Affinis glenoid (the outer joint socket of the shoulder blade). For the healing of torn cruciate ligaments, Ligamys S, a new, minimally invasive implant generation, is coming onto the market.
Colfax plans to float DJO on the stock exchange as a new company called Enovis. What impact will this have on Mathys (Switzerland) GmbH?
Our locations, the Mathys brand, and the product brands will remain unchanged.By separating from the large industrial division ESAB (welding/cutting technologies), Enovis can focus on medical technology, collaborate with medical professionals, and promote our extensive range of products, services, integrated technologies, and innovations.
Leadership and team culture in the transformation process
To what extent will the rather conservative culture of the family-owned company Mathys (Switzerland) GmbH now be broken up with DJO?
For a traditional Swiss company, a takeover like this means a major transformation that is associated with considerable uncertainty. This process must be managed very carefully, otherwise what has already been built up will collapse. Internal continuity and stability can quickly fall apart during a takeover.
As a manager, how do you support this transformation process—where do you place your focus?
My management style is flat, and team performance is absolutely paramount. I am convinced that the focus on team performance is the reason why we have been able to achieve double-digit growth in recent years.
Through continuous team development, we continue to work intensively on our team culture in order to strengthen it further. Only if we are stable as a team can we emerge stronger from the transformation process. In addition, the company’s approachability for customers remains an essential aspect that we want to maintain.
When you look back on the 12 years of Mathys (Switzerland) GmbH, what are you particularly proud of?
Thanks to close cooperation with our customers, we have succeeded in giving patients greater freedom of movement with proven concepts and innovative technologies, thereby helping them to maintain the best possible quality of life.
How sailing, endurance sports and vision shape attitude and leadership
You were practically born on a sailboat… at just 3 months old, you were already sailing on your father’s boat. Sailing has been a part of your whole life, from inland waters to ocean regattas. What does sailing mean to you?
Sailing is an integral part of my life. Being on the water in a boat is a place where I can find peace, get some physical exercise, and, thanks to the routine, it’s also a place where I can think clearly and draw strength and balance. It’s also a place where I can “weather” certain things, such as business challenges.
You were also an enthusiastic mountain runner for a long time…
Yes, that was a very enriching hobby. While mountain running, I came up with an incredible number of ideas for business solutions and strategies. A few years ago, I slowed down a bit and switched to cross-country skiing, a gentler sport.
If you could change something with a snap of your fingers, what would it be?
To move away from today’s overregulated healthcare system to a workable system that allows for innovation in Europe in the future and remains financially viable for the population and medtech companies.
Conclusion
The takeover by DJO represents a profound change for Mathys (Switzerland) GmbH – with great opportunities, but also high demands on leadership and culture. Thomas Schärer is consistently focusing on team strength, stability and customer proximity during this phase. New synergies, innovations and market access are combined with a clear understanding of values. Driven by personal vision and perseverance, for him the transformation symbolises what good leadership is all about: staying the course, even when the wind changes.
