Introduction
Europe’s place in the global medtech industry is shifting. As regulations evolve, competition intensifies and technology reshapes everything from research to patient care, many leaders are asking whether Europe is still the right place to do business.
In this episode of Career Diaries by elemed, Elena is joined by Oliver Bisazza, CEO of MedTech Europe, the largest medtech trade association at European level, representing more than 210 companies and associations.
Oliver shares his journey from Regulatory Director to CEO and his perspective on how Europe can remain a competitive home for medical technology.
From Regulatory Director to CEO
When Elena last spoke to Oliver, he was leading the regulatory team at MedTech Europe in the middle of a COVID lockdown, helping the industry navigate the new EU MDR and IVDR.
Today, the landscape has changed. Following his predecessor’s retirement, Oliver was promoted to CEO. His role shifted from representing the industry’s regulatory needs to shaping the strategic direction of the entire association.
That meant learning to operate at a different level. A CEO must co-create strategy, build alignment and be deliberate about where to invest limited resources. In Brussels, where new policy developments land daily, leading well often means saying no to the things that do not align with the bigger picture.
Is Europe still worth it?
Europe remains attractive, but its position cannot be taken for granted. Doing business in Europe has become more complex, with new regulations bringing increased costs, longer time to market and unpredictability for companies bringing innovation to market.
Beyond CE marking, companies now face requirements across sustainability, digital health, product liability and data protection. Meanwhile, other regions have moved quickly to become more competitive, with Asia-Pacific in particular seeing rapid growth and rising demand for modern healthcare.
Reversing this trend is at the core of MedTech Europe’s new five-year strategic plan. The aim is simple: make Europe as attractive as possible to operate in, while maintaining the high standards of patient safety the region is known for.
The talent and digital challenge
One of the most pressing challenges for the industry is talent. Europe has long been home to skilled engineers and centres of academic excellence, but as innovation shifts towards digital health and AI, demand for new expertise is outpacing supply.
Medtech is now competing with big tech for AI and data science talent, often with far smaller budgets. There is also a cultural challenge, with tech companies unfamiliar with regulated environments and traditional medtech still building agile ways of working.
Oliver sees an opportunity for the industry to position itself differently. By communicating the purpose and impact behind medtech work, the sector can become a far more attractive destination for the next generation of talent.
Public trust and responsible reform
Public trust is one of the most important assets the medtech industry has. The introduction of MDR and IVDR was, in part, a response to a small number of cases of irresponsible behaviour that damaged the industry’s reputation and required the entire sector to rebuild credibility.
Oliver believes maintaining this trust must remain at the heart of every conversation about reform. Modernising the framework and removing unnecessary bureaucracy are essential, but must always be balanced with the responsibility to keep patients safe.
The CE marking is recognised globally as a mark of trust. Preserving that reputation means advocating for change that is credible, consistent and grounded in the long-term interest of patients.
Sustainability as an opportunity
Sustainability is one of the central pillars of MedTech Europe’s strategic plan. While reporting expectations have grown significantly, Oliver sees sustainability as an opportunity rather than a burden.
The challenge is to act in a way that is both meaningful and commercially sustainable. Healthcare in Europe is largely publicly funded, so companies cannot simply pass on higher costs for greener products. The real question is where to focus limited resources for the greatest impact.
A recent report developed with Boston Consulting Group, Decarbonising Healthcare, offers practical guidance to help companies make informed decisions about where to invest and how to align sustainability with the wider goal of improving patient care.
Looking ahead
Oliver’s vision for MedTech Europe is shaped by a clear sense of purpose. His goal is to leave the organisation and the industry in the best possible position for whatever comes next: more strategic, more connected and more visible than ever before.
That means making Europe as attractive as possible for the industry to invest, innovate and grow. It also means ensuring the wider world understands the value of medical technology, and that the industry is seen as a true partner within the broader healthcare ecosystem.
For anyone interested in the future of medtech in Europe, this episode of Career Diaries by elemed is well worth a listen.
Key takeaways
Europe remains attractive, but not by default. Maintaining its position requires intentional, coordinated effort.
Lead at the helicopter level. CEOs must co-create strategy, not just execute it, and focus resources by saying no to the noise.
Talent is the new battleground. Branding the industry around purpose is key to attracting digital and AI expertise.
Public trust is everything. Reform should modernise and simplify, but never at the expense of safety or the credibility of the CE mark.
Sustainability is an opportunity. Focus limited resources where they will have the most impact for patients and the planet.
