![]() It seems that a lot of start-ups begin with a distinct “personality,” but as they grow, that personality is not scalable. The hope is that we can execute, as we have for the last five years, and overcome those barriers so that patients can benefit.Ĥ. Some of the big challenges are those that always impact the industry such as the evolving PBM/payer landscape, the political environment and the volatility in the financial markets. If those ideas prove viable, employees are encouraged to pilot them, setting the stage for potential company-wide implementation. Horizon hires smart, talented women and men, and employees are rewarded for their ideas. In addition, we keep people engaged by fostering internal innovation and staying true to Horizon Pharma’s entrepreneurial roots. Patients are at the heart of everything we do, and our more than 900 employees worldwide have helped build a nimble, dedicated and passionate team of leading industry professionals who are determined to carry out our promise to help people live better lives. Our employees are driven by the philosophy and understanding that when patients benefit, everyone benefits – providers, employees, shareholders and the healthcare system. ![]() What do you think are some fundamental assets to grow a company as you have – as fast as you have? What would you say were some of big challenges of scaling the company in the last few years (especially after it became publicly traded)?Īs far as assets for growth, it all starts with the people. In 2014, Crain’s named Horizon as the fastest growing company in the area across industries. Today, there is a whole network of co-working spaces which offer access to resources that are needed for a startup to learn and succeed, as well as significantly reduce the learning curve by compiling all of the resources in one place, including access to other entrepreneurs going through the same trials and tribulations.ģ. If it had, my job would have been much easier. MATTER and its entrepreneurial ecosystem of mentors, capital, office accommodations and programming did not exist. How helpful do you think spaces like that are for an entrepreneur like you?īack in 2008 when I became CEO of Horizon Pharma, my role, along with that of our small team, was to build the company from the ground up. We hear you built the company out of a coffee shop when you arrived in Chicago because spaces like 1871 & MATTER didn’t exist then. That decision ended up being the right one, given that since 2008, Horizon has grown from a one medicine to a nine medicine company from one employee to more than 900 global employees with offices in four countries and from $74 million in net revenue in 2013 to an estimated range of $1.025 to $1.050 billion in net revenue in 2016.Ģ. The Chicagoland area boasts an incredible supply of talent, a lower cost of living relative to the coasts, access to rich cultural institutions and a vibrant innovation ecosystem. The decision to move Horizon Pharma to the Chicagoland area in 2008 was attributable to my belief that the Chicagoland area is a sustainable life-sciences hub and that Horizon would be able to grow and thrive here. ![]() Why did you decide to move Horizon from the Valley to Chicago? Walbert - about launching and growing a healthcare business in Chicago, Horizon’s “patient-first” approach to medicine, and what motivates his philanthropic and civic engagement efforts in Chicago.ġ. What follows is an edited interview with Mr. ![]() This issue of Catalyst takes you inside the mind of healthcare business leader Tim Walbert, CEO of Illinois-based Horizon Pharma. Q+A with prolific healthcare business leader Tim Walbert ![]()
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