About Flemming Ørnskov
Flemming Ørnskov, CEO of Galderma, has discussed his leadership approach and the company’s strategy in several podcast interviews. He stated that he runs Galderma as if it were a public company, focusing on financial rigor and compliance. Ørnskov said the company has nearly doubled its R&D investments and launched 22 new products or formulations in a single year. He highlighted two biologic programs: nemolizumab, an IL-31 inhibitor, and QM1114, an in-house developed botulinum toxin A, which he said showed a median onset of two days and duration up to six months in phase three studies. Ørnskov noted that the company maintained supply across its four manufacturing sites during the COVID-19 pandemic.
Ørnskov has described his leadership approach as avoiding procrastination and sticking to a clear plan, citing the transformation of Galderma’s logo, website, and operations. He said he runs the company as if it were publicly listed, despite not needing IPO proceeds for funding. He emphasized the company’s focus on dermatology, stating that the company aims to "advance dermatology for every skin story" through innovation. Ørnskov, a former physician, said he draws on his medical background and described his role as being "all in" and focused on delivering for the team. He also noted that the company has increased investment in R&D and training for customer-facing staff.
Source: AI-verified profile updated from Flemming Ørnskov's recent appearances.
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Transcript (20 segments)
M
Mark28:44
You have a tremendous amount to give. I'm grateful for this interview. Maybe it's a book later, but I want to plant the seed for more Fleming wisdom. A few years ago, I helped a struggling soccer club in my Swiss town. My wife became a coach, I became president. We created a system where if you become a coach, you skip the waiting list. It's a pleasure to see the parents proud. Pivoting to business: I read your quote from 'Co-Excellence' about organizational rhythm. Where do you start to instill a healthy operational rhythm?
F
Flemming Ørnskov33:08
I've always been obsessed with structure. In neonatology, rhythm was key. At Galderma, I created three monthly committees: inline for commercial, R&D, and corporate for capital. They meet the same week, with clear themes: performance, platform, growth. The executive committee resolves conflicts. It's simple, transparent, and people know where to go.
M
Mark36:16
This is a defense against distraction. It's calendar management. I told my assistant to route issues to the right committee, avoiding ad hoc meetings. So do you have action items that get completed between meetings, or does it keep rolling?
F
Flemming Ørnskov37:40
Yes, it's template driven. Every presentation ends with a slide titled 'My Asks' – what decision is needed. At the next meeting, we review if those asks were implemented. It's a simple system.
M
Mark38:26
You deliver high performance, but we're working with humans. How do you balance that with empathy and avoid burnout? Any strategies?
F
Flemming Ørnskov39:10
Many Galderma subsidiaries are best places to work. When I started, the organization was underperforming but less stressed. Performance actually improves mood. We achieved strong growth incrementally – doing everything a little bit better. Success breeds positivity.
M
Mark42:08
That feels attainable. Indeed's top 100 well-being companies outperformed the S&P 500 by 11%. Your balance between performance and culture is striking. We need healthy minds attached to the vision.
F
Flemming Ørnskov44:11
Empowerment and recognition are key. When I arrived, there was a lack of passion. I refocused on our products, like Sculptra, to reignite enthusiasm. Leaders must exude energy; if the CEO isn't passionate, colleagues won't be either.
M
Mark46:13
Globally, almost 60% of employees feel stressed daily. How would you reverse that? I think we deserve to feel good more days than not.
F
Flemming Ørnskov47:19
We must support our customer-facing teams. They have tough jobs; if they become negative, it's a real problem. I celebrate wins, engage personally, and always start presentations with positive product feedback. The front line makes the real difference.
M
Mark50:12
Who would you like to learn from? Is there someone you'd like me to interview, and what would you ask?
F
Flemming Ørnskov50:40
I draw inspiration from soccer coaches like Guardiola and Ancelotti. They manage immense pressure with meticulous preparation and people management. The stress they face twice a week makes a CEO's pressure seem small. It's inspiring how they adapt and focus on small details.
M
Mark52:48
I'll make it a mission to find one of them. It would be fascinating to see them handle live interviews after a game. You're at your five-year anniversary at Galderma. What are you most proud of?
F
Flemming Ørnskov54:02
The mission was to exit for investors, and we did a successful IPO. But I'm most proud of the team we built. We now have three thriving businesses in 90+ countries, tripled growth, and a great pipeline. Phase one is done; the next five years are even more exciting.
M
Mark55:13
If you had to pick one word to describe the next phase, what would it be?
F
Flemming Ørnskov55:22
Growth.
M
Mark55:25
Yes, well said. Last question: I'll come full circle. When you're gone, how do you hope your kids would describe their father?
F
Flemming Ørnskov55:43
I hope they say I'm a good coach. I give them freedom and support. I want their success to be their own.
M
Mark56:20
They're lucky to have you as a mentor. Thank you for being here and for your wisdom. The impact is exponential.
F
Flemming Ørnskov56:57
Thank you, Mark. Thank you very much for having me. Enjoy the conversation.
