Veterinary pharmacy – made by vets for vets

Rolf Heeb has been Managing Director of Virbac (Schweiz) AG – one of the leading animal health companies based in Glattbrugg – for over two decades. In an interview with Stettler Consulting, he provides insights into his unconventional career path, the challenges of the veterinary industry and explains why good leadership has nothing to do with control, but a lot to do with trust.

From chance to responsibility

Rolf Heeb is not a vet – and yet he has been shaping the veterinary pharmaceutical industry in Switzerland for over two decades. He has been Managing Director of Virbac for 24 years now – a company that he has played a key role in driving forward. The business economist came into the pharmaceutical industry via an American pharmaceutical company (MSD), learnt a lot “on the job” and later moved to Virbac – out of conviction and with a clear goal: “I wanted something new, but I wanted to stay within the pharmaceutical industry. And I love animals.”

What specifically attracted you to the veterinary sector?

Veterinary pharmacy is just as complex and scientific as human pharmacy – but closer to the consumer. Pet owners often cover the cost of treatments themselves, which adds a certain level of dynamism to the market. I also have a dog, so the topic of animal health is personally important to me.

How did you join Virbac back then – and how has the company developed under your leadership?

That was actually a coincidence. I stumbled across an advert – originally the position was advertised as Marketing and Sales Manager, but with the clear prospect of taking over as Managing Director in the medium term. Then everything changed at short notice and I started with management straight away.

When I started, we were six people. Today we are around 30 – and have the highest market share within the Virbac Group, apart from India. We have achieved this because we have always focused on our customers and their needs. 

VIRBAC “By vets for vets”

Virbac is an internationally active, family-run company with its headquarters near Nice. Founded in 1968 by veterinarian Pierre-Richard Dick, Virbac has always stood for practical innovations in veterinary medicine. Today, the company employs around 6,400 people in over 100 countries worldwide and generates annual sales of more than 1.4 billion euros, making it the number 6 worldwide. In Switzerland, Virbac is one of the leading providers in the animal health sector. The product range includes medicines for pets and farm animals as well as feed supplements, diagnostics and specialty products such as medical shampoos and dietary feed. Virbac thus covers a broad spectrum – from prevention and therapy to supportive care.

Corporate culture: Warm & Caring

What Rolf Heeb particularly emphasizes is the corporate culture. “I come from an American environment with a strong focus on sales – high pace, a lot of pressure, performance-orientated. I really appreciated this environment and learnt a lot. At Virbac, I got to know a completely different world: familiar, warm, caring. People take center stage. But of course, performance has to be right for us too.”

For me, our values are far more than just part of our corporate communication – they characterize our day-to-day work. We invest in our employees, give them room to develop and treat each other with trust. Responsibility, proximity and authenticity are central pillars of this culture – both in our dealings with our team and with customers. This is reflected in the high level of loyalty among our employees. Many of them have been with us for ten, fifteen or even longer.


How do these values affect your management style?

I adopted the guiding principle early on: Soft on people, tough on facts. For me, this means being respectful, open and supportive in our dealings with each other – but clear and consistent when it comes to the facts. We work as equals, with arguments and conviction, not via hierarchy.

Animal health in transition: developments, trends and outlook

The veterinary sector in Switzerland has changed fundamentally over the last two decades – not only technologically, but also structurally, socially and in terms of regulation.

What developments have you observed over the last 20 years?

The pandemic was a clear accelerator for our industry. The animal health market has changed significantly since then – also due to the increasing humanization of pets. This has significantly increased the demands on diagnostics, therapy and service. At the same time, the market has become more professionalized: Pet owners are more informed, more critical and expect the highest quality.”
It is important to me to observe such developments with curiosity – and to play an active role in shaping them. That’s why I’m involved in the VVS association and the Vetpharm working group of science industries. The exchange with competitors plays an important role here – for example in joint projects with authorities or in the development of market analyses. I am convinced that the industry will continue to consolidate, digitalize and focus more strongly on the needs of animal owners.

7 Trends & developments in veterinary medicine

1st pet market: more emotional, more professional, more dynamic

• The pandemic has greatly accelerated the pet market – many people have acquired a pet for the first time.
  Fun facts: Switzerland is a cat market: there are now around four cats for every dog. Dogs are also becoming increasingly smaller – adapted to urban living conditions.
• Humanization: Pets are seen as family members – with a corresponding emotional and financial commitment.
• Pet owners are better informed, more demanding – and therefore increasingly insured.

2. Livestock farming: more responsibility, fewer antibiotics

• The use of antibiotics is declining – the focus today is on prevention, vaccination and hygiene.
• Improved husbandry conditions: Animal welfare has become more important due to legal requirements, which further reduces the use of medication.
• Agriculture in transition: Small farms are disappearing, larger structures are taking over – the number of animals remains stable, responsibility is increasing.
• Digitalization helps: sensors and monitoring solutions support the early detection of health problems and thus improve response times, treatment success and operational efficiency – for example through motion sensors, heat sensors, camera systems or portable wearables.

3. Legislation & generics & globalisation

• The Therapeutic Products Act has been tightened – older products are losing their marketing authorization. For us manufacturers, this means additional authorization costs and growing pressure to innovate.
• The price pressure on medicines is increasing – also due to increased generic competition. This makes profitability more difficult, especially for smaller suppliers.
• More and more active ingredients are no longer produced in Europe, but in India or China. Although this reduces costs for end consumers, it increases dependency and makes supply chains more vulnerable. I am fundamentally ambivalent about this – it is good for the price, but bad for the security of supply.

5. Therapies & diagnostics: more precision, more options

• New treatment concepts are gaining ground – such as tablets instead of flea collars. Modern preparations are often more effective, better tolerated and easier to use. This creates new consultation needs for vets and more practical and effective treatment options for pet owners.
• Vaccines and diagnostics are being continuously developed – with growing acceptance among pet owners.

6. Veterinary practices: More digital, more networked, more efficient

• Digitalization is advancing – from online appointments to digital patient files. Digital tools simplify practice processes, create more transparency for pet owners and reduce the workload of administrative staff. At the same time, investments need to be made in IT infrastructure and data protection.
• The first telemedicine services are emerging – particularly in the pet sector. Telemedicine enables time- and location-independent advice, especially for routine cases or follow-up checks.

7 Labor market & young talent: skills shortage despite a sense of purpose

• Young generations expect meaning, balance and fair conditions – not always easy to fulfil in the traditional day-to-day practice. I think that if you can find meaning in a profession, it’s probably in working as a vet. Nevertheless, irregular working hours, emergency services and economic pressure are often at odds with the values of young professionals.
• The shortage of skilled labor is palpable – even internationally. Many practices are struggling to find new recruits or successors; at the same time, demand for veterinary services continues to rise.
• The profession is becoming more female: around 90 % of students today are women. This is a positive development per se – but it brings with it structural changes, particularly with regard to working time models, practice management and career paths.
• Many female vets want a better work-life balance – fewer practices are being set up. The traditional individual practice is becoming less attractive, which can lead to supply bottlenecks in the long term – especially in rural regions