“It has been an immensely exciting and rewarding journey,” smiles retired business pharmaceutical executive Sergio Vella, whose long career – stretching over 42 years, 30 of which in the life sciences sector – has seen him work in Malta and across the globe, in positions where his decisions could make a difference to thousands of lives.

After graduating in chemistry and biology from the University of Malta in the ‘70s, Mr Vella started his career working in manufacturing, before moving to Baxter Malta – a producer of medical disposable devices – in 1990, where he spent 16 years, working his way up the ranks to Director of Manufacturing for Malta, Italy, Tunisia and France.

In 2006, he moved to Actavis Ltd, where he occupied the role of Managing Director, and, later, the Vice-President of Manufacturing Operations, responsible for western Europe.

“The first thing which attracted me to the pharmaceutical and life sciences industry is the feeling of being able to help patients live a better life,” he says. “And the fact that the sector is continuously focused on new services, new products, and new technologies has made it extremely interesting. It’s never static,” he describes.

Indeed, this dedication to the field has stood him in good stead for, when Actavis Generics was bought by pharmaceutical giant Teva Industries Ltd, an Israeli firm with head offices in Petah Tikva and New Jersey, Mr Vella, during the last three years of his distinguished career, became their Senior Vice-President for Manufacturing.

In this role, he was responsible for 5,200 workers in 26 sites across Canada, the US, Puerto Rico and Latin America, with a total value of production reaching over the billion-dollar mark.

“Of course, it was a high-pressured job since you have to stay on top of your game, taking all factors, such as speed, delivery, service and financial performance into consideration without sacrificing the quality of the product,” he explains.

“Additionally, the need to develop and launch new products which can address different medical conditions made it very rewarding.” And the achievements garnered during this period are testament to the gratification which continuously motivated the senior executive.

“The sites were located across a very diverse geographical spread so that was an incredible challenge. So, I rebuilt a completely new team of directors and vice-presidents to assist me in this role. These were 30 very talented people who helped drive the changes necessary. We spoke about the importance of launching new products, and, indeed, over three years, we introduced 30 to the market,” he recalls.

Mr Vella also oversaw the opening of a new manufacturing site in Mexico and invested time and energy in increasing employee engagement, he explains.

“This was through a very simple methodology based on transparent, open and meaningful communication. To this end, I spent most of my time travelling from one site to another, spending time with people at different levels of the organisation, engaging with them and explaining what we did, what the challenges were, and where we were or were not performing well. That brought about some meaningful two-way dialogue which was beneficial for everyone,” he underlines.

A new system aiming to improve manufacturing efficiency at each of the sites – code named Operation Excellence – was also rolled out at the various locations, Mr Vella states. “This was well received and well implemented. We considered the way in which each site was set up, and strove to understand the changes needed to simplify processes, whilst also making them more effective and guaranteeing better quality, for, in pharmaceuticals, you cannot separate cost and efficiency from quality,” he emphasises.

Of particular pride to Mr Vella is the award he was granted by Teva Industries Ltd for his consistent use of ethical principles and good governance in the execution of his duties and achievements.

“This is one of my biggest satisfactions. I firmly believe that good governance is one of the key building principles of a successful organisation,” he stresses. In this regard, the veteran business executive is also at pains to emphasise that this should also hold true on a macro level in Malta.

Indeed, the Malta Government needs to prioritise good governance and transparency in its approaches and structures, he stresses, stating that this has become more essential in the light of recent events, since Malta must restore its reputation “as an ethical and credible business partner”.

He also underscores the need to focus on sustainable development on the island. “This is development that meets the needs of the present without compromising the ability of future generations to meet their own needs,” he notes.

And, this goes beyond environmental concerns, including considerations of “poverty, hunger, good health, education, gender equality, clean water, affordable and clean energy, climate change.”

Looking ahead on a personal level, Mr Vella is planning some down time. “Having worked for 42 years, I want to make sure I can dedicate more time to personal aspects of my life, so more quality time with my family, and my wife, who has been extremely patient and supportive throughout all these years of travel and engagements,” he smiles.

He also intends to dedicate some time to social causes, to “give back to the needy sectors of Malta’s society.” And, the retired executive will also work on improving his Spanish and “take a bigger interest in my health”, he laughs.

That being said, he will also be lending his expertise to the local business sector. Part of this has been his recent consultancy work with the Malta Chamber of Commerce, Enterprise and Industry in the formulation of its business plan 2020-2022.

“I would like to put my experience at the disposal of the country and wherever it can be useful,” he says. For his immense experience has enriched his perspective, allowing him to look at the world with fresh eyes. “It has really been a lifelong adventure, and the feeling of being able to help patients has been an immense source of satisfaction,” Mr Vella concludes.

This is an extract of an interview that appeared in the February/March edition of the Commercial Courier