Over the past twenty years at Tamro, our industry, technology and approaches to leadership have undergone profound changes. Continuous renewal has kept the work engaging, yet our core mission has remained the same: delivering health to people in Finland reliably every day. Our fundamental purpose endures amidst change, writes Kai Kaasalainen, CEO of Tamro, in his blog.
Today marks exactly twenty years since I joined Tamro. During this time, both my work and the operating environment around us have changed fundamentally. It is precisely this continuous renewal that has made these years so rewarding and interesting.
When I look back on the past two decades, I do not first think about individual projects or achievements. Instead, I think about how much Tamro, the pharmaceutical and healthcare sector, and leadership itself have evolved, and equally about what has remained unchanged.
The core purpose of pharmaceutical distribution remains the same. Medicines and healthcare products must be available safely and reliably whenever they are needed. The faster our environment changes, the more important it becomes to ensure that this foundation continues to function effectively.
At the same time, we must be able to renew ourselves. Customer needs evolve, technology advances and societal expectations continue to grow. A strong core mission and continuous renewal are not opposites. At their best, they reinforce one another.
Changing Industries Opened a New Perspective
I joined Tamro in 2006 after spending two decades in the IT industry. Changing industries proved to be an extremely rewarding decision.
I have often encouraged colleagues I have mentored in different companies to be bold enough to change roles or even industries. Previous experience does not disappear; it gains a new context. At the same time, our thinking, perspective and ability to lead complex organisations continue to develop.
My IT background taught me to view systems, interdependencies and technology-driven change from a broad perspective. Healthcare, in turn, introduced me to an entirely new way of understanding quality, responsibility and the societal significance of our work.
Moving into a new industry also requires you to listen and learn. For any leader, that is a healthy experience. You do not need to discard everything you have learned before, but you must be willing to re-examine your assumptions.
European Scale, Local Expertise
At Tamro and across the PHOENIX group, I particularly value a unique culture that combines two strengths: European scale and resources with deep local expertise.
The group's shared capabilities, broad offering and strong collaboration between countries, and above all between people, create significant synergies. We learn from one another, share expertise and benefit from solutions that would not be practical to develop independently in every country.
At the same time, we have the opportunity to understand our local market, customers and their needs exceptionally well, and to operate in a genuinely local manner. Healthcare systems, customer situations and operating environments differ from one country to another. Shared solutions cannot simply be copied across borders. They must be adapted to local needs.
This combination of European scale and local expertise is surprisingly rare in the business world. Within a strong international group, collaboration and local specialisation do not have to compete with each other. They can thrive simultaneously.
The Meaning of Our Work Is Visible in Everyday Life
The importance of Tamro’s work is highly tangible. Our mission, We Deliver Health, means delivering health reliably every day and carrying out work that directly supports people’s health and wellbeing.
Most Finns may never interact with Tamro directly. Nevertheless, the impact of a well-functioning pharmaceutical supply chain is present in their everyday lives. Pharmacies, hospitals and other healthcare providers must be able to trust that the medicines and healthcare products they need will be available at the right time and under the right conditions.
This gives our work a clear sense of purpose. It also brings significant responsibility. Quality, safety and reliability of supply are not merely objectives for us; they are fundamental prerequisites for everything we do.
Building the Future Through Practical Actions
We are once again at the beginning of a new era. Tamro is not standing on the sidelines watching change happen. We are actively and constructively helping to shape the future of pharmaceutical and healthcare services in Finland.
We are investing in the latest pharmaceutical distribution technologies as well as future capacity and security of supply. A concrete example is the expansion of our logistics centre in Tampere. The facility will grow by approximately 3,000 square metres, while its level of automation will increase even further.
This is not simply about a building or new technology. The investment strengthens the quality, capacity and reliability of pharmaceutical distribution far into the future. It is a practical decision that helps us prepare for market growth and changing operating requirements in good time.
Equally important is what we build together with our customers. We are co-developing new forms of collaboration and services that meet both changing and entirely new customer needs.
Artificial intelligence, data and automation open significant opportunities in this area. However, technology alone does not create value. Real value emerges only when technology is combined with deep customer insight and embedded into daily operations in ways that genuinely serve customer needs.
Shaping the future is not only about long-term plans. It is reflected in today’s investment decisions, customer collaboration, competence development and the courage to experiment with new ideas. The key is to identify change early enough and turn insights into practical action.
Looking Ahead
Over these twenty years, there has been a great deal of change, learning and shared achievement. I would like to thank all my current and former colleagues as well as my managers in Finland and across Europe for their trust and collaboration.
A milestone like this offers a valuable opportunity to look back. From a leadership perspective, however, its greatest value lies in what the past helps us see about the future.
That is why my focus remains firmly on what lies ahead.
We deliver health. Building the future together.
Kai Kaasalainen
CEO, Tamro Oyj
