WEBVTT

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- I always tell our people,
start working when you have 60%

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of the information you need.

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If you wait to reach 100%,

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you will never have a product,
but someone else will.

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- Today I am in Zug,
joined by Ulrich Faessler,

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CEO of SHL Medical. SHL Medical
is a leader in designing,

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developing, and manufacturing drug

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delivery solutions,
especially autoinjectors.

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We will talk about the
future of health care,

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about Ulrich's leadership,

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and about the challenges the
world faces at the moment.

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As a leader, what's most
important to you in terms

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of leadership traits and

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what do you expect from
other leaders in the company?

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- To be authentic is in the core.

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When you are authentic,
you're more true

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to yourself and your environment

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will see that. It will reflect.
Then, of course, listen,

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but not listen to respond,
listen to understand

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so you can support.
Having this entrepreneurial

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spirit that, you know,

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moves companies much
faster forward instead

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of just being there to do the job.

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- The times of change can
be taxing for organizations.

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How do you help your
employees to maneuver

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through these times of change?

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- We say, always listen attentively,

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think carefully, and then act boldly.

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And that's SHL in a nutshell.

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So we listen, we listen to
our customers, we listen

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to our stakeholders,
employees, obviously. We think,

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interpret, but then we act very bold

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and I think that's still
a difference compared

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with other companies, how we operate.

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- Another thing that changes is AI

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and especially AI in manufacturing.

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How do you think about the opportunities,

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and what are you doing
to address that topic?

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- In 2020, we started to
digitize the company end

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to end, right?

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And so now talk about AI, you need data,

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otherwise AI can't really do much for you.

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So we created with that digitalization of

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all the processes,
we created enough data

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that we can now use to bolt on AI

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into different areas in the business.

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We started actually with root cause

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analysis, which is fully
driven by AI already,

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and we have identified
now many other areas

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that we are going to step
by step address, with agents

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so our people can benefit from

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or not do any more work

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that can be done easily by
an agent, by both, I think.

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- How did your people react
to this digitalization?

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There is often some
defensiveness around it.

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Were they open to it or
how did you manage that?

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- You see both. First
not too open actually,

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that's the first reaction

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because they don't know
what it means for me.

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They don't know. Some people think, my job

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is gone, but that's not the case.

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I drive actually from top down

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and I've seen that in many other areas,

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like the digitization

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and of course we have also bottom up.

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I want to see the ideas

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that could move the
company forward quite fast.

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I always tell our people, start
working when you have 60%

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of the information you need,
then while working,

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you increase to 80% and
then it's about what you get

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and that's where you start to
build your vision on

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or your product
or whatever it is.

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And while you are then building,

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already working on the real
product, you increase to 90%.

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More you won't get. If you wait

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to reach 100%,
you will never have a product,

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but someone else will.

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- You are the market leader in your space.

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What keeps you going?

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What excites you to
define the next chapter?

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- So first of all we are very proud.

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We just recently had the 1.5 billionth

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device that was used by a patient.

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So that shows that what we
are doing has an impact,

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has an impact on the industry,
but also on patients' lives.

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- If you think of SHL Medical in 10

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or 15 years, what is your vision

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of the company? What will have changed?

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- So I will just start with what not,

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what will not have changed.

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We still remain number one in ten years,

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but what will have changed
is, first, we will have a fully

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functional global footprint that,

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as we call it, "closed
loop manufacturing,"

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so we can manufacture
all products anywhere

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at any point in time.

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Secondly, we will reach
a bigger

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patient population through
the global footprint.

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So today is more in the Western countries.

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We will then have also addressed

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the emerging markets.

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And then third, we will
have products that will

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have emerged from only doing an injection

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to also have closed loop feedback

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that will help the industry

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and physicians to have a more effective

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therapy for patients.
- Thank you so much for

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being here.

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- Thank you for having me, Torben.