She admits that apart from being a great salesperson and putting all her energy into achieving and exceeding set goals, what she enjoys most is managing teams that she likes to land and challenge. does. Gemma Manch (Madrid, 1970) is overwhelmed by her speech and knowledge of the market in which she operates. A few days before his imprisonment, he was appointed general director for Spain and Portugal for the company Merz Aesthetics, a division of the German conglomerate Merz Pharma, dedicated to the art of aesthetic medicine, in which he worked for seven years. Is doing. With a bachelor’s in business administration, a master’s degree in marketing from ESIC and business administration from Esade, he previously worked at the Integral Dermatological Institute (IDC) and the multinational GSK. His work isn’t his only priority: his family carries a huge burden in everything he does.
How do you cope with your appointment as CEO, a few days before the state of alarm is set for the pandemic?
Two days before the lockdown, I signed the act of the chairman of the company’s board, and the next thing I had to do was tell the team that we had to go home. I had never been a general manager, and it was my turn at the time, something unexpected happened, but one of my strengths is communication and thanks to that we maintained the essence of what is in the group, a family business. Everyone I knew, the team was made up of 54 people, because I worked in the company, and I had international support.
Did she become the Chief Technology Officer?
It was already, because I consider myself a disruptive person, I was already a rebel, I always like to challenge the established, I find a way to do things differently. And if there’s another way to do things, there’s an opportunity cost. You have to challenge what’s out there. We create problems, launch, fix them, and relaunch them. There is never a finished project because everything changes, the environment or the competition.
Merz Group is a family business, does the fact matter?
Two weeks ago, at the World Conference of Aesthetic Medicine in Paris, I met a female member of the founding family, a professor at a university, and she told me she made impact investing. The time I was speaking with him made me more attuned to the company’s purpose and values, which are innovation, commitment and belief. I consider them fundamental and they are the ones I always follow. It is very important to be honest, to be honest. So am I and so am Merz. There are no shareholders in this company, things are done realistically, not because you have to get economic results, that too, but it’s not a priority.
What is it about this firm that makes you so passionate about it?
It is aspirational. We are a luxury brand. Aesthetic Medicine Premium is like going to the doctor. Also, you have to be versatile. You have the pharma part, which gives you rigor, and a transactional part, in which everything has to be measurable, and another aspirational part. We are also leaders in what we do. For three years we have 247 registered hyaluronics, and some brands have 70% of the market. We add value by meeting the needs of both doctor and patient. We set the standard. Now we are talking about doing ultrasound of the skin without selling ultrasound scanner. What we sell are fillers and botulinum toxin, and we believe it is important to know where to apply it, to face mapping, so that the patient can be more polytreated to avoid secondary problems. There is innovation that is not always capitalized, but innovation is also prestige and that goes hand in hand with consistency. We are concerned that in aesthetics, the patient has increasingly safer and more effective techniques.
What is the patient looking for in aesthetic medicine?
Look at the top for naturalness. Look for natural results that protect you, but change your look. The new generation, for example, like to say that repair has been done, just as they teach braces. [aparatos de ortodoncia],
Has the demand for beauty regimes increased with the pandemic?
There has been an increase of about 12% with the pandemic. We thought we were more handsome than us, but the zoom effect [las reuniones virtuales] What we didn’t recognize, brought to light, and created a need to fix what we didn’t like. The demand for aesthetic medicine has increased. Previously, it was thought that this was done only by the wealthy, but now the prices have been democratized, and for 400 euros you can get a toxin injection that lasts up to four months. It’s more affordable and not so elitist anymore. So, now we have to be more ethical than ever. We have a movement that says that beauty is an attitude, everyone has to feel happy without losing their essence.
She admits that she is a good manager of diverse talents.
I like to associate different, intelligent, committed and formal people, as it is easy to recognize. We have an innovation division, within the Merz Group, present only in Spain. And I identified that person and made space for her because she was innovative. When you let people do it, you achieve the challenges you set for yourself. I always challenge them to achieve a little more than the goals we set for ourselves. My responsibility is to create future leaders in the company.