Renate Marti is Co-Managing Director of ewimed Switzerland AG and has overseen one of the biggest transformations of her career to date: The merger with Nufer Medical AG. In the CEO Talk, she gives an insight into the challenges of this process, her personal approach to leadership and change – and why customer centricity and corporate culture make the decisive difference.
In January 2024, Nufer Medical AG was integrated into ewimed Switzerland AG and the two companies were officially merged – two companies with different product portfolios, cultures and structures. And right in the middle: Renate Marti. Since 2012, she has played a key role in shaping the development of ewimed in Switzerland.
ewimed is a company specialising in catheter/drainage systems and their therapeutic applications. Today, the company has 43 employees in Switzerland.
ewimed’s main product prior to the merger was catheter and drainage systems for draining fluid in the event of pleural effusion or ascites – particularly in connection with oncological diseases. What makes ewimed special, however, is its comprehensive care concept: patients are supported throughout the entire process – from implantation and training of medical professionals to instruction for patients and their relatives or carers at home. Within 24 to 48 hours of discharge from hospital, ewimed supports patients with training by a product specialist in their home, ensures a flawless setup and answers any questions they may have. This gives patients peace of mind and is a key value proposition.
Mrs Marti, you have been with ewimed for over ten years. How did it all begin?
I came to the medtech industry in a roundabout way – I originally studied home economics and nutritional sciences. After holding various positions in sales and product management, including in the field of immunotherapy, I joined ewimed in 2012. Back then, we set up the Swiss ewimed branch with just three employees.
The decision to start at ewimed was not purely rational – because it was precisely at this time that someone in my family became seriously ill and subsequently suffered from the accompanying disease ascites. I experienced at first hand how fluid accumulation in the human body can affect patients at all levels – breathing, eating and life in general. This personal experience showed me what a big difference our products can make and how important professional support becomes. This experience made me realise that this is the right way to go.
What distinguishes ewimed from other providers today?
ewimed is more than just a medical technology company. We see ourselves as a partner – for all our customers, from and carers to Spitex and, above all, for . In addition to the technical product, it is above all our attitude that characterises us: Reliability, courage and responsibility.
When it comes to care at home, it is particularly important that our employees think for themselves, feel responsible and never leave anyone alone. We take responsibility – providing instructions on how to use the product. Time plays a subordinate role in our on-site support – so the decisions we make are often generous, even if this is not always the best way economically. But it is precisely this attitude that makes the difference – and it is greatly appreciated by our partners and patients alike.
WITH THE MERGER OF EWIMED AND NUFER CAME A COMPLETELY NEW SETUP
The two Swiss companies ewimed Switzerland AG and Nufer Medical AG officially merged on 1 January 2024. This united a service-oriented company with a strong patient focus with a proven provider of technical capital goods in the fields of heat therapy for premature and term babies, obstetrics, vascular diagnostics, ultrasound imaging diagnostics and medical testing and inspection equipment.
The merger with Nufer Medical AG has changed a lot. How did you approach this process?
When two companies come together, not only do two business models meet, but also different cultures. ewimed is a service-oriented company with close patient contact and a specialised team of nursing professionals. Nufer Medical AG, on the other hand, is very technically orientated, with capital goods such as radiant warmers for newborns – and without its own sales force. Suddenly we were faced with new products, target groups and processes. The first step to create a common understanding – for the respective products and working cultures. The fact that the former managing director of Nufer and I now share the management was and is very supportive and our respective strengths complement each other well
What was the biggest challenge?
The mindset. At ewimed, customers, patients and medical staff take centre stage – employees often have to find ad hoc and quick solutions, even if the hierarchy or processes can only be perceived in second place. Nufer, on the other hand, was strongly process-orientated – not least due to the increased documentation requirements for capital goods. This had a noticeable impact on the integration into our ERP and CRM systems, required careful planning and entailed extensive adjustments for all employees. At the same time, however, there was also a great deal of openness and anticipation about the new possibilities.
How did the employees react to the merger?
The reactions were varied. Some immediately saw the opportunities, others initially had reservations – which is quite normal with such fundamental changes. But by communicating openly and sharing our common approaches and goals, we were able to build trust – and today many in the team find it exciting to tackle new topics. Looking back, I would say that our first year together was very successful – both in terms of collaboration and development.
How important was the role of sales in this process?
Very important. Sales was central to making the merger known and experienced in the market. For the sales staff, it is a good opportunity and a great chance to build up new knowledge: After ten years of specialising in drainage systems, it was a challenge to now also sell capital goods such as radiant heaters. We made a conscious decision to “enable” our existing team instead of building everything up from scratch – with targeted training, support and the necessary time
“TAKE RESPONSIBILITY – AND LEAVE ROOM FOR COURAGE”
What is particularly important to you as a manager?
I appreciate people who take on responsibility – regardless of age or function. A new colleague in Marketing is over 60 and brings an incredible amount of energy, ideas and initiative. At the same time,[VS1] we hired a young sales employee in autumn 2022 who has quickly familiarised herself with the sales force with a lot of drive. She is highly motivated, very creative and reliable – and was therefore able to take over the management and responsibility for our sales teams in summer 2024. It’s the mix of characters that counts.
In your opinion, what success factors are decisive when it to change processes?
Reliability, courage and responsibility. You have to be able to make creative decisions, find new ways – and stand by them. At the same time, you need openness. I value employees who think for themselves, who are proactive and who are sometimes critical. Gender, whether someone is 30 or 60, doesn’t matter. What is important is the will and the joy of making a difference and the common goal.
What are you looking forward to next year?
As part of the merger, we have built up extensive knowledge of technical products and the relevant medical specialities in the field of capital goods – a valuable addition to our existing product portfolio. We are planning to launch a new product later this year, not only for the Swiss market, but also for export to other European countries. For me personally, the next goal is to position these capital goods with the same energy and conviction as our catheter drainage systems.
If you could give your 20-year-old ‘self’ one piece of advice – what would it be?
Maybe even say ‘no’ sometimes. I don’t mean that in a negative way, but not every opportunity is a good one. Keep an open mind, take responsibility, but don’t forget yourself. And: trust your own intuition. Paths don’t have to be linear – sometimes it’s the unusual that takes you further.
Conclusion
The story of ewimed Switzerland AG and Nufer Medical AG shows that change requires more than new structures – namely trust, clarity and the courage to things differently. Renate Marti shows how leadership can succeed with vision, attitude and humanity – and why the focus on the essentials, the customer, the patient and their immediate environment, must never be lost.
