|
 |
|
|
INVESTING IN THE REGION
By Debra Solomon Baker
These days, it is rare that an individual would have just one company listed on his resume—especially if his career has spanned nearly 30 years. But, in perusing the bio of Michael Collins, you’ll find one firm, and one firm only: Mallinckrodt.
Though Collins’ original intention was to remain with the company for just a few years, he has instead grown up with the company. When he came on board in 1976, after earning his MBA from Northwestern University, St. Louis-based Mallinckrodt was a $200 million a year company. At that time, the opportunity to gain experience in purchasing, marketing, and selling—and to travel around the world—enticed him.
 MICHAEL COLLINS
president of the pharmaceutical division, Mallinckrodt
|
|
Today, the global manufacturer and marketer of specialty medical products has annual revenues hovering near the $3 billion mark. Collins’ position within the company is somewhat unique in the corporate world: As president of the Pharmaceutical Division, he is one in a triumvirate that leads Tyco Healthcare/Mallinckrodt, which was formed in 2000 by Tyco Healthcare’s acquisition of Mallinckrodt.
Through the years, Collins, who describes himself as a “practical dreamer,” has set lofty goals. His leadership strategy, he says, is to surround himself with the best people and then give them the freedom they need to accomplish their tasks.
Apparently, his technique is working. Collins has led the Pharmaceutical Division to double-digit annual sales and earnings growth from 1989 through 2003. In the process, he’s built a worldwide $1 billion pharmaceutical and specialty chemical business with more than 3,500 employees, and nine manufacturing locations.
“This will be the first year that sales will have reached more than $1 billion,” says Collins. “Sales were $500 million a few years ago and we managed to double them. Now the challenge we face is how do we get to be a $2 billion business?”
With an aging population and doctors treating pain more aggressively than ever, Collins envisions a very positive outlook for the company. Through the years, he has handled a total of nine acquisitions, including an international chemical plant and several generic product lines. Indeed, Mallinckrodt’s generic drug business is currently the seventh largest in the United States.
Collins, a husband and father of five, does not deny that his position can breed stress and long work hours. However, he manages not to let this overwhelm him. “I am fortunate that I have a staff that has been together for a long time and that can jointly share the things that need to get done—including the travel,” he says.
Debra Solomon Baker is a St. Louis-based
freelance writer.
LEADERSHIP CIRCLE INSIGHTS
WHICH ADJECTIVE BEST DESCRIBES YOUR LEADERSHIP STYLE, AND WHY?
“Progressive. Great leaders always exhibit the ability to think beyond traditional boundaries, not allow themselves to be framed by current events, but in fact change the terrain. They recognize that maintaining the status quo is the same as moving backwards. The progressive leader offers the greatest ability to succeed in a world that continues to change every moment of the day, and the adaptability to ride the wave of change to the next plateau.”
BRAD SIMMONS
vice president and
central region manager,
Jacobs Engineering Group
“Clarity—hire the best people; give them the authority and responsibility they deserve; have a clear understanding of objectives; and make it fun to be a winner.”
ANDREW N. (DREW) BAUR
chairman,
Southwest Bank
“I believe ‘dynamic’ fits. I not only love what I do, I am passionate about it. I have a deep respect for the people I work with and the families we treat. You can’t help but smile when you walk through these doors, and with that kind of atmosphere to work in, I can’t help but be dynamic.”
LAUREEN TANNER
president and
executive director,
Ranken Jordan
|
|
|
|
|
- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - - - -
|
