With over 20 years of experience in both global and local roles across FMCG and Pharma, Marco Di Sante is a seasoned leader who drives operational excellence and sustainable profitability. As the General Manager for Switzerland and Austria at Opella Healthcare, Marco leads with a vision that fosters transformative growth. His leadership is centered around empowering people, building high-performing teams, and championing digital innovation to increase agility and data-driven decision-making.

Below are highlights from an interview showcasing how Marco Di Sante serves as an inspiring leader in Switzerland and beyond:

What initially motivated you to pursue a career in both FMCG and pharma, and how have these industries influenced your leadership style?

What truly motivated me to pursue a career across FMCG and Pharma has always come down to two things: a deep desire to serve people and a commitment to pushing my own boundaries. I realized this only later, but every move—from detergents to food, baby food, and eventually Consumer Pharma—helped me connect more meaningfully with consumers and understand the trust they place in our products to care for themselves and their families. Each industry, company, and mentor has shaped me, teaching me the importance of purpose, values, and resilience. And through working in diverse cultures and with extraordinary mentors, I discovered my own purpose: to inspire others, to create a positive impact, and to ensure that every organization, every person I connect with, is left stronger and better for the journey we share.

Looking back on your 20+ years of experience, were there key turning points or roles that set you on the path to becoming a General Manager?

Looking back, three pivotal moments set me on the path to becoming a General Manager, each shaping my skills and evolving my perspective on leadership. The first turning point was starting in sales, where I learned that every strategy, no matter how brilliant, lives or dies in its execution. Sales taught me the importance of listening—to customers, to teams, and to the market itself—and showed me the impact of frontline insights in driving business results.

The second turning point was my transition from marketing to trade marketing. This role shift helped me bridge the gap between brand vision and market reality, where I learned to align long-term strategies with the demands of the trade, translating brand ambitions into actions that resonate at every touchpoint. Here, I gained a deep understanding of the full commercial landscape, refining my strategic and operational lens.

Finally, moving from a local to a global marketing role expanded my view further, giving me the opportunity to manage complex portfolios and diverse markets. This shift taught me the importance of inclusive leadership—balancing a global perspective with local relevance and ensuring that every voice was heard, no matter where it came from. Each of these moments added depth to my business understanding and leadership style, ultimately laying a solid foundation for the General Manager role I hold today.

What were some of the biggest challenges you faced in redesigning operating models, and what strategies did you find most effective in achieving agility and efficiency?

One of the biggest challenges in redesigning operating models is always balancing effectiveness and efficiency while ensuring a smooth execution. Involving key people early in the process was crucial—not only to refine the concept but also to gain buy-in and reduce resistance to change. This approach allowed us to streamline operations while empowering teams, resulting in a more agile and cohesive execution.

As someone passionate about digitalization, how did your champion digital initiatives within Opella Healthcare, and what impact have you seen from those efforts?

Championing digitalization within Opella Healthcare began by enhancing our internal capabilities and building a foundational understanding of digital principles across the organization. We launched a comprehensive digitalization program, successfully rolling it out to the entire relevant team, which enabled a shared vision and alignment on digital objectives. Selecting the right partners, including top tech players like Google and Meta, was critical to assess our maturity, commit to a strategic roadmap, and tap into best-in-class expertise. Additionally, we invested deeply in understanding our consumers, mapping their journeys, and choosing the most relevant channels to engage them meaningfully. This approach has led to greater consumer engagement, more precise targeting, and an overall uplift in our ability to meet consumer needs effectively in a digital landscape.

In your experience leading high-performing, data-driven teams, what do you consider the most critical elements for creating such teams?

In my experience, leading high-performing, data-driven teams starts with one critical element: asking the right question. We must first clarify the problem we’re truly aiming to solve, the question that, if answered well, will make the biggest positive impact. Without this focus, we risk creating a lot of noise—generating unnecessary workload and wasting precious resources. Once we’re clear on the question, we can smartly select the data that matters, streamlining efforts and aligning our resources with the scope of the challenge. Not every question requires a massive investment; some require a bit of invention, of thinking beyond the conventional. And if there isn’t a standard way of measuring something, we create one. The second essential is building a culture where critical thinking thrives—a space I like to call “the republic of good ideas,” powered by social intelligence. In this environment, team members are encouraged to bring forward thoughtful perspectives, to challenge each other’s assumptions, and to refine ideas collectively. It’s not just about the data; it’s about creating a safe space where ideas grow into insights and where innovation thrives. That’s how we turn data into action and drive results that truly matter.

As you look to the future, are there emerging areas within the pharma or consumer healthcare industry that excite you and where you see potential for growth? 131

One of the most exciting areas within pharma and consumer healthcare is the intersection of digital health and personalized medicine. The future lies in technologies that allow us to offer tailored healthcare experiences—whether through AI-driven diagnostics, wearable tech, or telemedicine solutions that put real-time data in consumers’ hands. I see tremendous potential for growth here, as these advancements not only empower individuals to take control of their health but also allow us to reach underserved populations more effectively. Another area is sustainability. Consumers today expect more environmentally responsible products, and there’s a growing need to innovate in packaging, sourcing, and production to meet these expectations. I’m inspired by the possibilities ahead, where we can drive both health outcomes and positive environmental impact, creating a lasting legacy of trust and progress.

What advice would you give to aspiring leaders in FMCG or pharma who want to make a positive impact and create lasting change?

My advice to aspiring leaders in FMCG or Pharma and to anyone in general embarking on a long professional journey is to lead with purpose—know why you’re doing what you do and stay connected to the impact it has on people’s lives. When you have your purpose clear in mind find the right fit: without it’s like talented musicians playing out of sync—skilful alone, but dissonant together. Harmony requires alignment.

Learn from people, both inspiring and less inspiring as everyone has a lot to offer to your personal growth and professional self-awareness. Invest in your team: create a culture where everyone feels valued, inspired, and free to challenge the status quo.

Finally, be resilient and adaptable. These industries are constantly evolving, so embrace change with curiosity and courage. By staying true to your purpose and empowering others, you’ll create a lasting, positive impact that goes beyond just results. And during the journey remember to be open, be curios, be bold, and have fun.