Read the Conversation
EF: Having been appointed in 2020, what were the greatest lessons learned when you reflect on navigating the company through this period? How did the aesthetics market evolve following the pandemic?
GM: It was an advantage having worked at Merz for five years before the pandemic. I see myself as someone who can drive change; I have already managed the aesthetic division and made adapted to situations we didn't know were coming, such as a global crisis. Overall, we learned three important lessons.
- During the pandemic, we could only lead with data, and our data was not enough to create value in such a complex environment. We had a great opportunity to become a data-driven company. It also made sense to start at a time as it was clear it needed to be done; the operations required transformation. The pandemic helped Merz Aesthetics Iberia make a quantitative leap. We entered a different company culture, capitalizing on an intuitive nature of decision-making. The aesthetic industry is intuitive because large data panels do not exist, and we must complement quantitative and real evidence decisions.
- The second lesson learned was the importance of speed, which our company already had. The company's agility allowed us to shorten the time needed to bring our products to market compared to the competition and other industries in the pharmaceutical market. We had the structure set up to create apps or webinars. Leveraging our expertise in online operations, we evolved an app specifically for doctors, filling a gap in the market that wasn't addressed in other regions. Our app gained traction quickly, going from four thousand to seven thousand users. Additionally, we can swiftly put together training programs for doctors, marketing teams, and other departments.
- The pandemic brought the entire company together. We found ourselves in a position of shared vulnerability, which ultimately propelled us forward as we worked together systematically and learned collectively. Thanks to the company's financial stability, we were able to retain all our staff, allowing us to continue operations without interruption. It confirmed what I already knew: people make a difference in a company.
Regarding the market, initially, the pandemic was a strong blow to the aesthetic industry. Then came the zoom effect; people became more conscious of how they looked during video calls. There is a disparity between how we see ourselves in the mirror every morning and how we see ourselves on a screen in harsh lighting. We also wondered what would happen when the isolation was finished, if people would understand that living was more important than beauty. Post-pandemic, things changed; doctors had more work than ever, and clinics were open over the weekend with long opening times. The number of patients decreased due to restrictions, but the spend-per-patient increased; many people used their savings to have small elective surgeries or treatments, such as lip augmentation. Many small details changed in the aesthetics market of medicine as it became democratized, with social networks being the greatest ally of aesthetic companies and the health industry.
EF: Merz Aesthetics prides itself on shaping the future of aesthetics; you have new treatments and regenerative bio-stimulation. How is your portfolio evolving, and how has it adapted to the needs of Spain?
GM: We are indeed shaping the future of aesthetics; I have worked for over twenty years in pharma and fifteen in aesthetic medicine and have lived through several aesthetic inflection points. There have been important changes; what was allowed has been prohibited, and then we transitioned into partial and facial filler medicine, which stigmatizes aesthetic medicine because the faces we see on television are all the same, and they look unnatural. Our approach has always been inducing collagen, not using fillers, but for our metabolism to help us have better, healthier skin. Conceptually, we all prefer to assist our bodies –not artificially- to look better with progressive results. We see our bodies improving and aging slower and naturally over a longer period. Merz has been working on this concept for many years; our most emblematic brand is the Inductor of Collagen, a market leader. It is a different way of approaching the matter, and it took time to enter the minds of doctors and patients. Even the doctors were used to the more concrete approach of filling in people's faces than a more holistic approach to the treatment. Now, the sector is open to other processes, such as a focalized ultrasound, an echography, or ultrasound scans, using a machine instead of injectables, aiming for the same tissue stimulation and improvement objective. Merz has led the way in regenerative medicine and collagen biostimulation; other companies follow our example. Currently, our concept leaves a mark on the consumer, and when they demand, companies listen. Merz is genuinely paving the way for the future of aesthetics.
EF: Merz supports patients and trains healthcare professionals. Could you elaborate on the event you are organizing in Seville in April and the support Merz provides beyond treatment?
GM: The Seville event, Merz Expert Summit, has been a staple in our industry for over a decade, and I have been in Merz for nine. When I came to Merz, I changed the rules because I am naturally creative, disruptive, and not afraid of failure. Historically, the word business was never used in the aesthetic market, only the word medicine. I had the idea of presenting something different to the doctors; they are also business-minded and not just involved in medicine. I got a lot of backlash from trying to change the status quo and was told I would fail, but I didn’t. After the presentation, over three hundred doctors gave us a standing ovation; it was the most important presentation of that Congress. After that, companies realized that the doctor's interest went beyond just medical topics. The pharma world tends to have a somewhat submissive attitude toward doctors, but I managed a clinic for three years before joining Merck, so I understand how doctors think and work.
At Merz, we're all about embracing the unexpected, which makes us appealing to both individuals and medical professionals. Our Max Studio initiative has been growing for eight years now, and we're planning on making it even bigger. This year at our Merz Expert Summit 2024 event, we made the decision to provide training and expertise not only to doctors but also to their entire clinic teams. Personally, I believe that these new initiatives demonstrate our clear commitment to the holistic development and success of the clinics.
In the coming years, we expect to see more events like this, where everyone from the clinic is included. We're focused on expanding the horizons of aesthetic improvement. As part of Merz, I'm proud to be leading this movement that brings new key stakeholders closer, providing value to the entire industry.
EF: Merz Spain is known for its innovative way of working in medicine and over the whole cycle of aesthetics. What makes Spain such an innovative and strategic market for the company?
GM: We are an innovative affiliate, and we are not afraid of making mistakes. We believe that failing is part of the process, and we are not intimidated by innovating. We have more ideas than the resources or the possibility of implementing our ideas. We are a company that attracts a lot of very diverse talent, and I enjoy working with people from many different areas.
The people around me challenge the establishment, and the team enriches the company, offering constant small details for improvement. Having so much talent in the company means we have great teams, and great talent attracts more talented people and clients, creating an attraction strategy around us. I want my people to be fans of the company; fortunately, very few people are leaving us. Merz looks after their employees, and we have a lot of fun working together. In return, employees work hard for Merz and love their jobs, which is why Spain constantly exceeds expectations. We are a united, result-orientated, and naturally inconformist group that always wants to do things better. The personnel is Merz´s greatest asset. The work culture is friendly and very open to innovation.
EF: You were nominated as one of the 100 top women leaders of an industry dominated by male leaders. What would be your advice to the next generation of leaders?
GM: My advice to everyone is that there is no universal formula for leadership that ensures success, but leaders must be brave. I believe being close to and having fun with people is possible while retaining authority. Not everybody is cut out to be a leader; leaders greatly impact the people they work with, and we must strive to influence the people around us for the better. I prefer not to give advice and instead throw out challenges. I look to be validated by those working with me; if they validate me, I know I am on the right track. As a leader, I can make life better or miserable for those who depend on me. That is the power of a boss; if my people want to come to work every Monday, it means I am doing things right. A bad company with a good boss is better than a good company with a bad boss. Leadership must be deserved, and your question should be directed to the people I lead, not me. They're the ones who directly feel the effects of my leadership approach.
