Read the Conversation
EF: What attracted you to Kenvue, given your long trajectory across different companies?
BV: Different elements drew me to Kenvue. First, it’s the largest consumer healthcare company in the world by revenue, with more than $15 billion in sales and 20,000 engaged people driving our amazing brands. I’d followed Kenvue for years while working in this industry. Joining Kenvue was a great step in my career. Managing Northern Europe and working with such a great team has been a great experience. People join the industry because they want to make a difference. There's a real sense of care.
EF: What mission did you set for yourself when you were appointed, and what is the strategic role you want to give to this region?
BV: Northern Europe is a key part of Kenvue’s business. We have leading brands in the industry, and my focus is on keeping strong connections with consumers, building brands they love, and partnering closely with our customers and stakeholders in the region. I’ve gained solid experience in this area from my previous roles, and I’m focused on strengthening those partnerships to drive brand performance and bring innovations to market.
We’re focused on people and innovating to raise the bar every day for consumers and to help our customers grow across categories. In Ireland, we work with pharmacies to support them in providing advice so they can recommend the best products, based on each situation. When someone wants to quit smoking, they might ask whether to use a patch, spray, or gum. These are different kinds of experiences that need to be tailored to each individual. When I came to Northern Europe, my goal was to continue making the same kind of impact I’ve had in the past, driving performance and building strong, lasting partnerships.
EF: As a leader who has witnessed several phases of industry transformation, what insights have you gained about consumer behavior in healthcare?
BV: This industry continues to grow as the population ages. Governments can't always manage every aspect of healthcare, and we provide strong solutions for self-care. What I've seen is that healthcare is becoming increasingly important to consumers. People want to feel empowered to make their own decisions. When they can't reach a doctor, the pharmacy becomes their key point of access.
Things have really changed since before COVID. Now, people pay more attention to their health. You can see it in how much the vitamin market has grown and how much more consumers know about what they’re using. They're researching, looking after themselves, and finding more information online, something that's very different from ten years ago.
There's now much more availability online, with pharmacies serving as an entry point for extra advice and product access. Over the past three years, it's all come down to access. When looking at medical markets, you see that getting access to healthcare professionals has become much more difficult. Pharmacies are very accessible.
In the consumer space, growth isn't always guaranteed, as not all categories expand. But in healthcare, we continue to see growth as people increasingly focus on their well-being. Our role is to build strong brands that meet those needs, deliver real solutions, and earn consumers' trust every day.
EF: How do you attract resources to your region from headquarters? Why is one dollar invested in your area better than one dollar invested anywhere else?
BV: The first thing is to deliver what you promise. When you do that, you build trust, and you can get support in further opportunities. When you’ve shown consistent results, people are far more willing to back you.
Another advantage in Northern Europe is that we operate in stable markets with strong partnerships across all channels. We have leading brands in every market we serve. Nicorette®, for example, holds the number one position in nearly all our markets, and several of our other brands do too. Having such a strong portfolio in Northern Europe gives me a solid reason to keep investing and driving impact across the region.
EF: How do you see digital integration unfolding across the region, and how is the company building stronger digital e-commerce channels for its brands?
BV: Digital has become a big part of our work in Northern Europe. Many consumers now start online when they have a question or need a product. As an example, if someone has gum problems, they may search online and discover Listerine® as a solution. That's usually their first step, so we need to be visible and helpful from that moment on. It's about being part of the entire journey. Different generations search in various ways. Our consumers think and act socially first; their phone is usually the first way they search for a problem. As a company, we need our brands to stand out. That means those with whom we work, such as influencers like Nicola Coughlan, make a huge difference. Consumers are extremely savvy and can see when a brand has just paid someone, and that is why, at Kenvue, we work with brand fans who can tell a unique and engaging story.
Being present where consumers are is key, along with making sure products are available in each market. Amazon's entry into Ireland is going to shift the retail landscape, even though it's already been delivering from the UK. We're preparing for that by ensuring the right product assortment is visible and accessible. We've gone through similar changes in the UK, where online retail is already well developed.
Our digital journey covers the back office as well. We’re exploring new tools, and AI is a big part of that conversation. It helps us think about better ways to use social media, create content, and work more efficiently. The main question we keep asking is which tool will actually make a difference.
At the same time, pain is still pain; it hasn’t changed. What’s changed is how people find solutions. In the past, many used whatever their parents used for headaches because that’s what was in the house. Now, consumers know some new options and innovations work better.
EF: How would you describe your leadership philosophy, and how would you balance global strategy with local realities in the Northern Europe markets?
BV: We can only deliver when we work together, so collaboration is very important to me. We do everything as a team. At the start of each year, we set clear performance goals and define how we'll achieve them. I always challenge my team to raise the bar because what's good today will be copied tomorrow. We need to stay ahead, keep challenging the status quo, and create an environment that fosters diversity. I've always had very diverse teams across all five markets I've worked in because you get the best output when you have different opinions around the table. I encourage everyone to challenge ideas and strengthen discussions by bringing fresh insights. That's how new ideas take shape.
EF: As you reach your first anniversary at the company soon, what would you like to celebrate?
BV: I'm very proud of what we've achieved recently. We're winning in the market, which means we're making an impact on consumers. In the end, they decide whether to buy our brand or a competitor's. We’re growing faster than many of our competitors, which is something every company wants. I’m really pleased with the plans my teams have put together. In skincare, for example, we are outperforming in a growing category. Aveeno® is connecting strongly with consumers, and we're doing exciting new things with Neutrogena® to reach even more people.
We come from a pharma background and are now transitioning to a faster, more consumer-focused way of working. That shift is helping us bring innovations to market more quickly.
