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and ultimately led him to believe the industry’ s next major leap would come through pharmaceutical 3D printing.
Decisions in motion
Working closely with pharmacies shaped how he approaches decisions and how quickly he makes them. He developed this perspective by observing leadership decisions in practice and working under someone who gave him the freedom to act.“ My manager at the time always said,‘ If you have an idea and you can back it up, then go for it. If that is what you want to do and you think that is what the market wants, then lets us go for it,’” Marc recalls. His manager did not need every little detail.
He carried that lesson into his leadership style and decision-making. Today, he does not wait for certainty; he acts on what he sees.“ A lot of the time, organizations get bogged down by the what-ifs before doing anything. By the time they act, the opportunity is gone because they overthink instead of just doing it,” Marc points out.
For Marc, leadership and execution go hand in hand. He does not create teams just to avoid mistakes. He builds teams that take action.“ I would regret not taking a shot more than I would regret failing. That is what keeps me up at night.” His philosophy drives decision-making. Teams act with enough information and test ideas in the real world.
Revenue tied to use
Most organizations serving compounding pharmacies are B2B distributors and sell high capex equipment upfront and generate ongoing revenue through consumables. The transaction ends the relationship. Pete Pharma takes a different approach, focusing on long-term partnerships instead of ending 82