Like any company with over ten years’ experience, MultiGel has its own story to tell, made up of challenges, goals and objectives that have evolved over the years. We asked Alberto Baldini, the company’s managing director, to share it with us.
Hi Alberto, can you tell us briefly how the company came into being?
MultiGel is a company that was founded in 1936 in Florence, essentially as a mechanical workshop supporting the textile industry in Prato. It then developed and grew over the years. At the beginning of the 1970s, the company started producing semi-finished seeds for the production of galenic machinery in pharmacies, then it established itself as a manufacturer of the machinery and, at the beginning of the 2000s, it also started selling the machines produced.
Were there moments of difficulty in the evolution?
Yes, after the period of crisis that affected the entire European and global industry, the company faced complex situations and drastically reduced production and business activities. In 2014, we (myself and four other partners) took over the leadership of the company.
Why did you choose MultiGel?
It was an area that we felt was growing. The company seemed particularly attractive to us, with interesting growth prospects, and it would have been a shame not to let it continue its activities.
What was the situation?
Before takeover, the company was in a complex condition because it had left both customers and suppliers very unhappy, so we had to deal with delicate situations.
What were the greatest challenges?
Certainly the biggest challenge was regaining the trust of customers. Another challenge was related to the fact that the period of difficulty under the previous ownership had been long, and most of the staff who were there had left. As a result, we did not have all the necessary skills to meet the demands of our customers.
How did you solve it?
In recent years, many important choices have been made. The first important thing was to digitise all the plans, which were previously made on paper. We updated all the plans and transformed them into three-dimensional models using special software. This was the first essential step. The second step was to regain the trust of customers by working much harder on the quality of our products, so that when they left MultiGel they worked perfectly, without a hitch. This made it possible to re-establish total customer satisfaction, which was another big challenge.
The greatest successes?
It has been 10 years of many successes. The project that involved me the most was the realisation of a system for freezing drops of organic material to be freeze-dried and redistributed in trays. This project, from a technical, design and inventive point of view, was particularly exciting for all of us. It was one of the most important projects we worked on.
A project of which you are particularly proud?
We have a close cooperation with the Stabilimento Chimico Farmaceutico Militare (Military Chemical and Pharmaceutical Establishment) and are collaborating on systems for the development of new innovative medicines in the area of therapeutic cannabis.
A review of these 10 years?
Well, we have grown a lot. We have quintupled our turnover and doubled our staff. We have developed machinery that did not exist before and improved products already manufactured, solving many problems.
Are you therefore satisfied?
The results achieved have been important, but there is still a lot of room to grow and innovate. However, innovating is not always easy, as it requires personnel and investment. We have already done a lot, but we can still do more.
How has the company’s mentality changed over the years?
The company culture has changed, especially in its approach to customers. We have always worked to ensure their complete satisfaction. This was perhaps the biggest change I introduced within the company.
What are the core values of the company?
The core values of our company are fairness towards everyone: co-workers, employees, suppliers and customers. This is the first foundation. Another fundamental value is innovation, i.e. not standing still with the status quo but always looking for new solutions, striving to grow and offer new products, collaborating with customers to satisfy them even more.
How was the relationship with employees during the transition?
Always very good. We were fortunate to work with motivated and competent employees, the remaining employees are very good people from a work and human point of view, so it was easy to start this new journey together. Some have now retired and new people have arrived, but the relationship has always been very good. For me this is one of the most important things within a company. It is crucial for me that there is an atmosphere of continuous support between all people and also, I would say, of joy.
The impression I have is that all the staff are very happy to work in the company.
What role has innovation played in the company’s transformation process?
Innovation for me is fundamental: the digitisation of projects has allowed us to work with greater ease and speed, responding better specific customer needs. This is part of the innovation process we have put in place.
Equally crucial is product innovation, because if you don’t develop new products and meet customer needs, someone else will.
What are the plans for the future?
We definitely want to extend our business capacity abroad, as we currently already work all over the world, but not systematically. Our next goal is to enlarge the production department and strengthen the design department, so that we are ready to develop new machinery and continue to meet customer demands.
What would you like to tell us in 10 years time?
After 20 years in business, I would like to tell you about a company that is capable of developing new machinery with an important design capability and a quality that is recognised by customers and competitors alike.
Thank you for sharing this experience with us.
