Read the Conversation
Meeting highlights:
- Strategic Importance of Germany: Germany, as Europe’s largest pharmaceutical market, is critical for IBSA’s growth. Establishing a direct presence allows for greater market control and increased IBSA awareness of IBSA as a pharmaceutical company with a high-value product portfolio.
- Entrepreneurial and Lean Culture: Marion emphasizes a “maker” culture, prioritizing entrepreneurship, autonomy, and operational focus over bureaucracy. The lean team structure empowers employees to take ownership, fostering innovation and efficiency.
- Portfolio Prioritization and Growth: Reproductive medicine, dermatology/aesthetics, and orthopedics and endocrinology are IBSA’s core segments in Germany. Strategic focus and product launches have made IBSA a leading player in some niches, such as in specialized fertility therapeutic areas.
- Attracting and Retaining Talent: Recruiting the right people involves transparency, leadership, and a strong cultural fit. Retention is driven by empowering employees, offering responsibility, and ensuring that work is meaningful and impactful.
- Digitalization and Long-term Vision: While Germany lags in healthcare digitalization, Marion advocates for systemic, scalable solutions. She highlights IBSA’s success in balancing rapid expansion with maintaining a strong, entrepreneurial company culture and achieving long-term goals.
EF: Why is Germany a crucial market for IBSA to establish a direct presence, and why is now the right time to make this move?
MB: It is an exciting challenge. That is why I love this job—I could not believe that there was no established affiliate in Europe’s largest pharma market. So, when I got the call to take this on, I jumped at the chance. What I love about this role is that it feels like running my own company but without the need for external investors. Instead, I focus on convincing our finance department and commercial department at headquarters with my business plan. Once I secure the funding, I can focus on building and developing the business in a very hands-on way.
I share this entrepreneurial mindset with every employee or candidate. I tell them I am looking for entrepreneurs—people who thrive in a “maker” culture. Often, individuals coming from large organizations struggle here because they are used to layers of reporting and heavy administrative work. But we are doers. While we have essential SOPs and basic procedures in place, 95% of what we do is operational business.
To circle back, my original question at the time was why we had not moved to Germany sooner. The answer was that the focus had been on core markets like Switzerland and Italy, with Italy being the largest affiliate. You might already know that IBSA Group was founded in 1945, but we will not actually celebrate 80 years next year—instead, it will be 40 years. In 1985, an Italian, Dr. Arturo Licenziati, a visionary and entrepreneur, acquired the company and transformed it into what it is today—a completely different IBSA. Originally a group of biochemists based in Lugano, it evolved into a dynamic business-focused company, expanding rapidly and becoming the largest family-owned private Swiss pharmaceutical company.
This transformation is part of what attracted me to IBSA. Having worked in private equity and other mid-sized companies owned by large investors, I found the charm in a family-run company. Here, investments are deliberate and long-term. At IBSA, while we are performance-driven and focused on results, it is not just about numbers for external investors—it is about achieving something meaningful for ourselves as a company group and for the patients. Patient care, innovation quality, and sustainability are the fundaments of IBSA.
About three years ago, the company decided it was time to establish its own affiliate in Germany. Up until now, the business relied on multiple distributors: Marckyrl Pharma, a little-known company that sold two brands; another distributor in South Germany for the aesthetics business; and a third, Medice, for one of the pain products. However, none of these distributors had full control of the market. They were content with incremental growth, but the company realized this approach left significant opportunities untapped.
The UK affiliate is a good example of what we are aiming for. It was founded just two years ago, but unlike in Germany, where the distributors lacked recognition, the UK distributor had an established reputation and a solid foundation to build on. In Germany, it is a different story, the IBSA distributors in Germany had a low awareness level, making it clear that direct investment and control were essential for long-term success.
When I presented my business plan, the initial focus was on the level of investment required. My point was clear: if we want to succeed and have a significant impact on sales and organizational growth, Germany is a market where we need to invest fully. To be a truly European and global company, having a direct presence in Germany is non-negotiable. I feel fortunate to have been entrusted with the opportunity to build this from the ground up.
Over the past two years, I have recruited over 44 new employees across Germany, primarily in sales, marketing, and medical roles, creating an extremely lean organization. We deliberately avoided heavy administrative and back-office functions—I am effectively my own CFO, CHRO, and head of regulatory/legal. This lean structure reflects my sales-driven mindset and ensures resources are focused on growth rather than bureaucracy.
Last year, I had the privilege of founding the German affiliate in Düsseldorf, registering it as a commercial entity. The family-owned nature of IBSA gave me the autonomy to choose the location, and I selected Düsseldorf because it is a well-known hub for business and science. Major companies like L’Oréal, Henkel, Janssen-Cilag, and Bayer are nearby, as well as the pharmaceutical and beauty sectors, making it an ideal base. The surrounding region, North Rhine-Westphalia, also boasts Germany’s highest population density, providing a robust talent pool and market potential.
My role has involved more than just establishing the affiliate. I have completely reorganized the product portfolio, removing some products, prioritizing others, and setting up a new structure with the necessary investments behind it. The freedom and support I have received from the company have been instrumental in building a foundation for long-term success in this critical market.
EF: What is your pitch to attract resources to the market? Why should IBSA prioritize investing a euro in Germany over other regions?
MB: I spent 6 years as General Manager at Pierre Fabre Dermo-Kosmetik, a privately-owned company, 8 years at Galderma, and 18 years at Astellas (formerly Fujisawa). During every budget round, my International business head would challenge me, asking why resources should be invested in Germany when other regions, like Brazil or Asia, might promise higher immediate returns.
My response was simple: if you want to be a major player in Europe, you must invest in Germany. While the return on investment may not match that of rapidly growing markets, investing in Germany builds a strong reputation and establishes a solid foundation for long-term business success.
Within just a year or two, we have seen a significant increase in awareness. People are now recognizing IBSA, a name they may not have been familiar with before. This underscores the importance of establishing a strong foundation and presence in Europe. As we know, the "big five" European countries play a pivotal role, and it is essential to have a presence and invest in these key areas.
EF: Could you share insights on how IBSA’s portfolio is balanced across reproductive medicine, orthopedics, endocrinology, and aesthetics? Additionally, how do you determine which therapeutic areas to prioritize and introduce to the German market?
MB: IBSA’s diverse portfolio is one of the things that drew me into this role. I had offers from several dermatology companies for managing director roles, but I did not want to just move from one company to another, saying, 'This is better than the last one.' That is not my style. I value authenticity, and the varied portfolio here was a challenge I embraced.
I chose to focus on key areas, particularly reproductive medicine—fertility. Over the past 12 months, we have launched multiple new products, making us a strong player in this field. In some segments, we became the market leader.
We offer a complete portfolio in reproductive medicine, covering every phase of treatment. From hormone stimulation in the initial phase, infection management, and medical support by medicines at embryo transfer to achieving live births, we have all the essential products. Additionally, we provide surrounding solutions, enabling us to deliver a holistic portfolio. This segment currently represents the 2nd largest stake in our business. Our biggest business is the derma aesthetic business ( Hyaluronic acid products for injections), where IBSA is one of the leading companies worldwide with its own production site in South Italy.
Our team works closely with fertility centers across Germany, which include 154 private and university-owned clinics. To support this, we have a dedicated key account manager and medical team. Next week, we will be participating in the National Congress in Hamburg, where my entire team will be present.
Another key segment, though smaller in size, is endocrinology. This includes drug treatments for conditions such as hypothyroidism. As a personal note, I switched to our product, Tirosint, after 25 years on another medication. Even my doctor noticed the improved results, which demonstrates the quality of our products. While this segment is smaller, it plays a critical role in establishing the company’s reputation in this field.
This year, we launched two completely new business units. First, we revamped our derma aesthetics strategy. Previously, products were sold through a distributor to a wide range of clients. Now, we focus exclusively on plastic surgeons and aesthetic dermatologists. I have built, with my experienced derma business head, a dedicated key account team and a medical injection trainer team, adopting strategies similar to those of major players. Remarkably, IBSA dermatology is now ranked number 4 in Europe, behind Allergan, Galderma, and Merz.
The other new business unit is orthopedics, which we built entirely from scratch. To succeed, I worked with recruiters to bring in experts from other companies. Many of these hires were initially unsure about joining an unknown brand like IBSA but now describe it as their best career decision. They appreciate the autonomy, freedom, and responsibility we offer, allowing them to focus on creating business rather than on excessive reporting.
Currently, fertility and dermatology/aesthetics are our largest sales segments. Orthopaedics is our fastest-growing segment, and while endocrinology is smaller, it is critical for strengthening the company’s reputation and expanding its footprint in this area.
EF: Has the National Pharma Strategy enhanced the operational environment for businesses in Germany?
MB: When it comes to digitalization, Germany remains significantly behind. In fact, during my recent presentation, I highlighted how Germany's global economic ranking dropped from 16th to 25th—a concerning trend.
The inflation rate continues to rise, and I hope the new government will prioritize meaningful action on digitalization, particularly in healthcare. Right now, we are still relying on outdated practices like handwritten prescriptions (e-prescriptions developing at a low level so far) and printed documentation. What we need is a top-down initiative from the government to establish a comprehensive structure for digital patient records. This system should ensure that every patient has a unified itinerary of their medical history, accessible across all providers, whether it's a doctor visit or a specialist consultation.
While startups often approach me with ideas for patient health apps, I do not believe these isolated solutions will make a significant impact. Real progress requires a centralized approach to digitalization driven by government leadership and healthcare institutions.
At the company level, we are already embracing these changes. Our office is almost paperless; everything is stored digitally on platforms like SharePoint. Our sales team operates as key account managers, focusing on quality over quantity—' class, not mass.' They work with iPads instead of carrying stacks of paperwork. However, the broader German system still needs to evolve to support this transformation fully.
Patients are not searching for complex, individualized systems—they need something accessible and broadly applicable. Focusing on hyper-specific or individualized systems can result in burning through significant resources without meaningful impact. Instead, we need solutions that work at scale and benefit a larger audience.
EF: How are you attracting and retaining the high-quality talent that Germany has to offer?
MB: Retention is not currently an issue for us, primarily because the team is still brand new. I only have two employees who have been with us for more than three years, and I would say I am among the most senior here. Retention might become a challenge in 2-5 years if the team becomes so successful that other companies start headhunting them. In fact, headhunting attempts have already been made, but we are happy where we are and committed to staying.
The real challenge right now is finding the right people. I have worked hard to identify the best recruiter for IBSA, someone who understands and can effectively convey our company culture. If she cannot sell the company in the first phone interview, we lose the opportunity. Recently, two candidates mentioned that they joined partly because they saw my involvement as a General Manager, which was very flattering. It reinforces how much culture and leadership matter in attracting talent.
We also have a very specific and selective approach to hiring. Our process is transparent and fast, which surprises candidates. Decisions are made quickly because we operate with flat hierarchies. I run the company as if it were my own, and that resonates with the team.
I believe the key to retention lies in empowering people. I give them clear guidelines but avoid micromanagement. Instead, I encourage entrepreneurship and creativity. By providing responsibility, freedom, and a space to innovate, we create a workplace where people feel engaged and valued. When results count more than rigid control, employees are more likely to stay because they genuinely enjoy their work and the way we operate.
EF: As you celebrate IBSA´s 40th anniversary, what message would you like to share with your team about their contributions and the impact of your work in Germany?
MB: As we approach our sales meeting before Christmas, I am thinking about the message I want to share. What is clear to me, however, is that we have so much to be proud of. Our company has grown rapidly and now has a solid global footprint, with a presence in South America, Asia, and beyond. We have become a true global player.
What makes our company truly unique, though, is our culture. Despite the rapid expansion—we now have nearly 2,400 employees worldwide—our company culture remains strong. Here in Germany, we’re a small team of just 44, but we are accelerating. We are on track to triple our sales this year, starting from a smaller base.
The key message I want to convey is that we are part of a fast-growing company, but we remain committed to maintaining our unique culture and mindset. We believe in the power of entrepreneurship within every individual, and that’s what drives our success.
I have initiated something special for next year’s national sales meeting, which will take place at the headquarters in Lugano /Switzerland. I want my entire team to experience the energy and vibrancy of the head office. This will have a significant internal impact, as they are all excited to travel and spend three days there, seeing production and research laboratories firsthand and interacting with the owners and global management.
EF: Is there any final message you’d like to share based on your experience managing IBSA so far?
MB: As for a final message, I believe it is important to always see the opportunities and stay positive. In Germany, there is a tendency to focus on what is not working, but if we keep dwelling on the negatives, we will never move forward. We have so many success stories, and I still feel like we are operating as a startup. Despite being part of a larger company group, we maintain that entrepreneurial mindset. If you keep that spirit alive, you will find the right people who will work with you as a team to achieve success together.
You need to be a strong believer in what you do, surround yourself with competent people with a high level of energy and empathy, and focus on what matters. Less is more—class over mass. I was deeply touched by something one of my young brand managers said last week. She told me, 'We came to IBSA to stay here.' Typically, young brand managers look for the next career step after a couple of years, but at IBSA, there is room to grow if you are good at what you do.
So, my message is to be authentic, maintain that entrepreneurial mindset, overcome hurdles, and believe in what you can achieve as an individual and as a member of the team. Whether in Germany, the UK, or anywhere in Europe, you can achieve great things.
