Evotec: Business Model, Sales Process & Org Structure

This is a snippet of the transcript, sign up to read more.

That makes me feel a lot better as a generalist. The company has evolved so much since you started there. Werner was a key figure and personality in driving the vision of the company. Do you think it will be very different in a post-Werner world? Will there be the same Evotec vision? It probably has some staying power, but does the jargon potentially go? Was there a push to simplify the business?

But it is true that Werner was a different kind of CEO. And this is again my view, I think also that having a new CBO, well, not new, but having CBO Matthias Evers, who was recruited maybe two or three years ago, this generated lots of changes internally as well. So I think there is some sort of confrontation between the vision that Werner wanted to implement and the reality of everyday work at Evotec. I think maybe there's a disconnect. And again, I'm not preaching; it's just my view, but I think that this disconnect is probably significant between the C-level and the leadership team and the rest of the company. For me, there is a big disconnect.

This is a snippet of the transcript, sign up to read more.

That's really interesting. Let's discuss the specifics of growing the Execute business. What would the typical relationship look like? How would it start on the Execute side? How would you take someone from being a prospective customer to an actual customer?

I've also noticed that, perhaps differently in the US, implementing an upside or technological access fee in Europe for an integrated deal as a service company is challenging. There is sometimes this belief at Evotec that we are the best, so we can charge for technological access, ask for an upside, success fees, and place a high FTE rate on top of this. However, you sometimes end up in situations where the customer acknowledges your quality but finds you too expensive to afford. This perspective, focusing solely on big deals, might deter potential customers who believe they won't receive top-tier service because their project is too small or not strategic enough. There's enormous pressure on everyone, both in operations and business development, to meet their targets.

This is a snippet of the transcript, sign up to read more.