We'd like to introduce: Thomas Schultze, Minitube's new COO
As we turn the page to 2026, Minitube is entering a new chapter. After decades of family ownership, an expanded executive team will be responsible for the company’s future. One of them is Thomas Schultze, the new Chief Operations Officer (COO). He has over 30 years of experience working with international family businesses and has a strong focus on people, processes, and sustainable growth.
In this interview, Thomas shares what excites him most about his new role, his plans for further developing production and operations at Minitube, and his belief that efficiency and corporate culture are inseparably linked.
Thomas, you have been Minitube’s COO for a few months now. What excites you most about your role?
In this interview, Thomas shares what excites him most about his new role, his plans for further developing production and operations at Minitube, and his belief that efficiency and corporate culture are inseparably linked.
Thomas, you have been Minitube’s COO for a few months now. What excites you most about your role?
I am excited about the opportunity to further develop an organization that already operates at a high technological level and has long-standing, trusted relationships with its customers. Minitube also employs many exceptional talents, and supporting, nurturing, and growing alongside them is a real joy for me. This applies both here in Germany and at our international subsidiaries. Exchanging ideas across locations creates valuable synergies that strengthen our team and ultimately benefit our customers.
Where does Minitube stand today? What is working well, and where do you see initial opportunities for improvement?
We are already very strong in many areas. Our broad product portfolio and the trust we have built with our partners provide a solid foundation to be proud of. At the same time, I see exciting opportunities for further development, especially in internationalization and digitalization. If we succeed in connecting the existing "islands" within our IT landscape, we can streamline our processes. This will allow us to respond more quickly to customer needs and ensure sustainable growth.
How can we simplify and accelerate operations for both employees and customers through digitalization or automation?
There is significant potential in consistently digitizing and automating our processes and better integrating our globally deployed IT systems, and we will leverage this potential. Another major opportunity lies in scaling our automated production processes across Minitube’s international locations. This enables us to respond to the challenging global economic environment with resilient, efficient supply chains. For our employees, this means efficiency, transparency, and measurability. For our customers, it means top service, top quality, and top performance.
How important is it to you that we continually improve by integrating small enhancements into our everyday work?
Continuous improvement is central to our work. No matter where you start, you must keep moving forward — stagnation is regression. Only through incremental improvements can we delight our customers in the long term and respond faster than the market. Every small optimization integrated into daily operations strengthens our team, our processes, and ultimately, the value we deliver to our customers.
What experiences from your previous roles will you bring to Minitube?
I have over 30 years of experience working at various companies, and I have learned a great deal that I can apply at Minitube. My experience in medical technology is particularly valuable and will help me effectively shape the development of our Human ART division, whether it be approvals, regulatory requirements, or compliance. Strategic thinking has become second nature to me. Only by acting with clear alignment can we achieve real progress.
How does Minitube ensure consistent, high-quality, reliable products worldwide, even in markets with different challenges?
In an unstable global environment affected by trade restrictions or tariffs, establishing robust production networks based on the “Local for Local” principle is crucial. For example, our subsidiaries in the USA, Brazil, and China are mature organizations with extensive product and market knowledge. By scaling our optimized, proven processes and equipment to these locations, we can provide our regional customers with high-quality, competitive products and services. This allows us to strengthen our leading position in the global market and achieve sustainable growth.
What role do quality standards such as ISO and GMP play, and how do they benefit our customers and partners?
These quality standards are not just obligations for us; they are a real advantage. They help us organize processes efficiently and optimize quality systematically. For our customers and partners, this translates to reliability and trust in our products and services. These standards are particularly valuable when implemented pragmatically, supporting daily operations instead of complicating them.
Given your many responsibilities, how do you maintain a sense of balance in your personal life? Are there hobbies or routines that energize you?
I primarily gain energy from my family. I also love outdoor sports, such as skiing and golf, although I don’t always get to do them. Our dog is invaluable for daily balance: spending time outside with him brings me peace and helps me clear my mind.
Is there something you can't live without during your workday, like a morning ritual or something that gives you structure?
For me, the drive to and from work has become a cherished ritual. In the morning, I use the time to plan my day and schedule initial meetings. In the evening, I review the day’s events, reflect on what we have achieved, and process my experiences. This helps me stay focused and organized.
If you had to describe yourself as a leader in three words, what would they be?
Supportive, challenging, and a good coach. I value developing talent, setting clear expectations, and helping my team perform at their best, both individually and as a company.
What goals have you set for the next few years, such as those related to efficiency, sustainability, or crisis resilience?
My goals are closely aligned with the company’s strategic objectives, which guide all processes and departments. Beyond the sustainable development of the veterinary division, I will focus on expanding our Human ART division. It is important to me that we align our product portfolio with our customers' future solution expectations. With our unique selling points, Minitube has the potential to become a leading medical technology company.
How important is corporate culture to you, including the way we interact and collaborate?
To me, corporate culture is at the heart of Minitube. Over the past 55 years, the business-owning family has cultivated a respectful and motivating work environment that is truly unique. This environment makes collaboration enjoyable and encourages people to do their best. As the saying goes: Culture eats strategy for breakfast. Even the best strategy only works if teamwork is right, and this culture provides the foundation for sustainable success.
