This interview was conducted in February 2024 and published in the Bonebridge Newsletter (issue Q1 2024).
CAN YOU REMIND US WHY YOU DECIDED TO FOUND BONEBRIDGE ON THE BASIS OF THE “REDUCING COMPLEXITY” PRINCIPLE?
Christof: The idea of “reducing complexity” as a basic premise was born when I was working in the OR as an anesthesiologist. I remember being struck by the amount of gear that was needed and by how many instruments and implants were put out just for a simple clavicle fracture. My background in economics probably made me look at this from a different angle; I became more and more convinced that there should be a simpler and more straightforward way to do things in fracture care while still producing the same or better results.
Alex: Before Bonebridge, I worked at one of the world’s largest financial services companies for a few years. That type of corporate environment made me painfully aware of what the consequences are when people consider the most complex solution to be the most desirable. With Bonebridge, I have been able to shape an organization where employees strive to find the simplest solution to a real-world problem on a daily basis — rather than try to impress their colleagues with yet another overly complex Powerpoint slide deck. Being able to apply the “reducing complexity” principle in a company that has a positive impact on patients, on our healthcare system and on society at large was another major motivator for me.
Patrick: I’ll weigh in on this also — not as one of the founders, obviously, but as someone who became a part of the company very early on. Before joining Bonebridge, I did some work on osteosynthesis plates for a small Italian company. The more I learned about the world of orthopaedic trauma, the more I realized that many of the solutions offered by competitors are extensive — not to mention complicated to use. I was surprised to find that many of the state-of-the-art systems had moved far away from the AO’s teachings on fracture reduction, which are based on very straightforward principles. In my collaboration with Bonebridge, I became more and more convinced that “reducing complexity” held real potential.
HOW DOES THE "REDUCING COMPLEXITY" PRINCIPLE ALIGN WITH OUR VISION FOR GROWTH?
Christof: “Reducing complexity” is much more than a guiding principle; it’s the cornerstone of our entire business strategy and our vision for sustainable growth. I’m convinced that simplicity as a concept transcends
borders. Customers all over the globe demand products and services that are intuitive and easy to use, and that’s exactly the need we cater to with our activities on three continents. Also, in an era characterized by rapid technological advancements and increasing complexity, “reducing complexity” is aligned with broader sustainability goals. Simplified processes require fewer resources, generate less waste, and are easier to manage and optimize over time. So in that sense I think our business model is universally appealing and lends itself well as a building block for continued growth.
HOW DO WE NAVIGATE THE CHALLENGE OF ADAPTING TO DIVERSE INTERNATIONAL MARKETS?
Alex: I have found that any challenge can be mastered as long as you can count on people who’d rather spend their time solving problems than talking about them. That applies to ensuring that your supply chain works across three continents, for example, or hiring the right people 10 time zones away, or navigating multiple product certification systems in parallel. And of course, keeping things simple helps: maintaining uniform documentation, for instance, or sticking to a straightforward pricing structure.
Christof: I like to think of it as an opportunity rather than a challenge. Ultimately, I’m convinced that our commitment to simplicity gives us a clear strategic focus. Obviously, different regions come with their unique challenges — but by keeping our organization lean and our operations straightforward, we may be better equipped to adapt to changing requirements and demanding environments. Therefore, even as we become a global player, we strive to maintain the agility and responsiveness of a start-up company.
Patrick: Our expanding to new markets has definitely made our day-to day more multifaceted. In the beginning, when our operation was limited to Switzerland, creating technical documentation in accordance with MDD requirements was sufficient. Now, for the same products, we need technical documentation for the EU and Switzerland in accordance with MDR requirements, additional documentation for the USA to comply with FDA requirements and, most recently, technical documentation for Australia in accordance with TGA requirements. Obviously, tailor-made internal processes and SOPs are essential to stay on top of things. We have repeatedly revised our product development process based on various learnings — to make it as lean as possible, and to optimally align it with our eQMS system. By clearly structuring documents and cross-product master documents, we are able to respond to a wide range of requirements while maintaining the same quality and quantity.
SPEAKING OF THE PRODUCT DEVELOPMENT PROCESS: HOW DO WE STRIKE A BALANCE BETWEEN MAINTAINING AN OPTIMIZED, STREAMLINED PORTFOLIO AND PRODUCT INNOVATIONS?
Patrick: Our Technical Commission is key for this: We collaborate with renowned clinicians who consult with us on current clinical challenges. Whenever we consider introducing a new product or implementing a new feature, they keep us focused on the one question that’s truly relevant: Does the innovation solve a clinical problem? When we do implement a new solution, we carefully examine whether something else can be omitted instead. Obviously, leaving things out without compromising on functionality is much more intellectually demanding than simply adding more and more features, which makes this is a challenging process at times — but it’s essential in order to maintain our “reducing complexity” principle as we grow our portfolio.
IN TERMS OF COLLABORATING EFFICIENTLY, WHAT ARE THE CHALLENGES OF HAVING TEAMS IN SWITZERLAND, THE USA AND AUSTRALIA?
Christof: I’m convinced that communication is essential for a cohesive global organization, and that it has a direct impact on our success. We ensure teams worldwide can connect easily through video conferencing,
messaging platforms, and townhall meetings. The goal is to facilitate real-time access to information for all. More crucially, we align everyone with company goals, strategies, and results, fostering transparency. The same applies to our values and principles, which create a shared purpose among all the team members. Ultimately, we promote an open dialog and direct feedback. I personally believe that different opinions need to be brought to the table and openly discussed to lead to even better solutions. In this sense, it’s my duty as the CEO to not only tolerate but encourage dissenting opinions and create a supportive culture.
HOW DO WE LEVERAGE TECHNOLOGY TO “REDUCE COMPLEXITY” AND ENHANCE OPERATIONAL EFFICIENCY?
Alex: From the beginning, we have tried to limit the amount of repetitive manual tasks – by introducing an ERP system at a time when purchasing and sales processes would still have been manageable in an Excel sheet, for example. We have multiple interfaces exchanging order and logistics data, an efficient electronic Quality Management System (eQMS), and we’re currently undertaking an effort in automating even more processes. In the end, we believe that our staff is too highly skilled to be doing something which could be done by a robot, or a monkey.
HOW DO WE ENSURE THAT “REDUCING COMPLEXITY” STAYS INTEGRATED INTO THE CORPORATE CULTURE AT BONEBRIDGE?
Alex: Luckily, as a start-up company, we tend to attract the kinds of people who think independently and are eager to take on responsibility – and those tend to be the people who identify fully with our “reducing complexity” approach.
Christof: I agree with Alex. In our day-to-day, excellence in execution is most important for us. We try very hard to align responsibility and competence because this alignment ultimately enables our employees to make accurate decisions on their own. Also, we follow the principle of “screen for skill and hire for attitude” – seeking to hire highly competent and intelligent people that share our values and principles.