Biomed AG is a Swiss trading company that distributes diagnostic products and works with suppliers, doctors, pharmacists, and drugstores. With the acquisition of the hospital division in 2016, the company has specifically expanded its range of products and services.
For the Stettler CEO Talk, we spoke with Thomas Wirth, CEO of Biomed AG, about defining moments in his career, modern leadership, and the future of SMEs in the Swiss healthcare market.
Setting the course for his career
Did you have a dream job as a child?
No. However, when I was being tested for dyslexia, I tried to convince the teacher that I didn’t need to learn to write correctly because I would hire a secretary for that later on. Of course, this image is no longer relevant today, but that’s how I imagined it back then.
Today you are CEO of Biomed AG. Was there a key moment that shaped your career?
Actually, it was more the people and their core values that shaped me. They set the course that ultimately brought me to where I am today.
Can you describe how such a course was set?
In 1999, for example, I completed an internship at Novartis headquarters as part of my training. My supervisor took me for a walk every week and shared his thoughts and wisdom with me. That inspired me
Experiences like that in the workplace are valuable. What positive qualities can you bring to your team?
I think my employees feel the empowerment that I want to pass on. Everyone at our company is allowed to take responsibility and thus help shape our success.
Leadership in transition
What do you think of the “unboss” philosophy that is currently causing a stir in the pharmaceutical world?
I think it’s an exciting development that’s taking place. Digitalization and sustainability requirements are leading to new forms of collaboration. Solutions are being developed in networks. I am convinced that talented individuals in the job market will increasingly seek out companies where they can actively contribute.
Sind Sie also ein “Unboss”?
Ja und nein. Wir arbeiten bereits eng und projektbezogen in nicht-hierarchischen Teams zusammen. Damit eine sehr flache Organisation funktioniert, braucht es im Führungsalltag viel Klarheit bezüglich der Vision, der Strategie, der Kultur etc. Ein wesentlicher Teil meiner Rolle ist, diese Klarheit für die gesamte Organisation zu schaffen.
And how do you see your leadership role on weekends or in your free time?
If there’s an emergency, I’m available. However, I draw boundaries with my private life. For example, I ride my bike to work whenever possible. On the way home, I can switch off and have a clear head when I arrive at my family.
Portfolio, partnerships, and market opportunities of Biomed AG
Let’s talk about Biomed AG. Your image film on the website is extraordinary.
Yes, the film manages to show the core of Biomed in an authentic way. Apart from Eva, an actress and clown at Kispi, all the protagonists are employees. The director asked everyone what they personally appreciate about Biomed. Those who fit in with us also understand the message of the film. You can see that in the recruitment interviews.
Eva brings humor into the mix. How does that fit in with Biomed?
The film has a humorous tone. That doesn’t contradict our serious work. We are very committed and sometimes work close to the limit with the aim of delivering the highest quality and performance. Nevertheless, the culture doesn’t have to be stiff. We believe work should be fun. Enjoying your work is one of the key drivers of performance.
What qualifications does an ideal applicant have?
For us, professional experience is key. I know from experience that it is important to invest time in preparation and to look closely at qualifications. I think this is often underestimated. Of course, I also listen to my gut when making the final decision.
Speaking of decisions, the hospital division was acquired in 2016. Why was this step taken?
Biomed is a trading company. If you look at the value chain, we are neither at the beginning with research nor at the end with the patient, but rather at the top, so to speak. So we have customers on both sides. With the acquisition of the hospital division, we have become broader and more interesting in our offerings, both for suppliers and for doctors, pharmacists, and drugstores.
Will the “breadth” of products continue to be a portfolio strategy in the future?
Yes, Biomed is growing thanks in part to new, innovative products. It is important for us to be able to introduce new products to the market.
Biomed does not conduct its own research. What would you describe as your greatest potential for innovation?
On the one hand, the way we distribute products and serve the healthcare market. Innovative marketing and a top sales force are key to this.
On the other hand, our business development: our specialty lies in professional cooperation with partners. For example, we have a high level of expertise in the regulatory area and thus also in interacting with the FOPH or Swissmedic.
Outlook for Biomed AG
How do you see the future for SMEs in the Swiss pharmaceutical industry?
There are many SMEs in the OTC market in particular. The future looks challenging – regulations and business models are becoming increasingly complex. Where there is change, there are also advantages. SMEs are small, agile, fast, have short decision-making processes and freedom in their decisions. Sustainability in customer relationships is also one of the strengths of SMEs. That’s why I see many opportunities in the future.
You are very positive. Won’t some SMEs be forced out of the market?
Certainly. Consolidation will continue to take place on all sides and at all levels. Even there, I see opportunities.
What are your priorities for the next five years?
We want to develop sustainably. In addition to our economic goals and exciting projects, it is important to me to create a workplace where people can work with a high level of satisfaction and in a good and healthy environment.
Conclusion
The conversation with Thomas Wirth clearly shows how personal encounters, clear values, and a modern management approach can shape the path of a company. Biomed AG operates in a challenging market environment, but consistently focuses on clarity, responsibility, and partnership-based cooperation. The combination of authentic culture, strategic development, and an agile SME mindset opens up a wide range of opportunities for the company in the future.
