"I see it as my duty to build up the next generation."
Interview with Oliver Niemann, Managing Director, about Drive Medical GmbH & Co. KG
The aids industry is facing profound change: aging population, digitalization, cost pressures, and sustainability demands. Drive Medical is among the companies shaping this change. In an interview with Wirtschaftsforum, Managing Director Oliver Niemann talks about the company's history, the effects of the pandemic, his views on politics - and about what still drives him after more than 30 years in the industry.
Wirtschaftsforum: Mr. Niemann, Drive Medical and DeVilbiss – two names, one history. How has the company evolved?
Oliver Niemann: The origin is in the USA: Dr. Allen DeVilbiss invented nebulization over 130 years ago to transport medications deep into the lungs. Later, the technology was even used for painting Ford cars. In 2015, Drive Medical, a young company from 2002, acquired DeVilbiss. It was the largest acquisition in our industry. Since then, we have been a full-range supplier in the field of rehabilitation and medical products – with respiratory therapy, mobility aids, bath safety, and electric mobility as four strong pillars.
Wirtschaftsforum: You speak of a full range. What does that mean for your customers?
Oliver Niemann: Our customers are medical supply stores and medical technology dealers. They can source almost everything from us that people need at home for care. This makes us a "One-Stop-Shop". For the dealers, this means less effort, for the health insurance companies affordable solutions – and for the patients high-quality products that remain affordable.
Wirtschaftsforum: The last few years have been turbulent: pandemic, war, supply shortages. How has this affected your business?
Oliver Niemann: In 2020, we were suddenly in the midst of the storm: oxygen concentrators were needed worldwide. We could deliver and have benefited. The following year, the market was saturated – but that's exactly when a backlog demand arose in rehab. This balance has helped us get through the pandemic without short-time work. Key was: We served our loyal partners preferentially. This has built trust. Today, reliability is perhaps our biggest asset.
Wirtschaftsforum: Where do you stand in the market?
Oliver Niemann: Globally, we are among the leading providers in respiratory therapy. We are market leaders in bath lifts. In other segments, like care beds, there are specialists who are stronger. But with our broad portfolio, we can offer a lot from one source – and that is a clear advantage.
Wirtschaftsforum: You mentioned four core pillars. What role does innovation play in this?
Oliver Niemann: A big one. Take our new carbon electric wheelchair. Previously unaffordable, now affordable thanks to material and battery technology – and ten kilos lighter. This is not only an advantage for patients, but also for relatives who have to lift the device. Innovation means for us: better products, but always with an eye on costs. Because a product that is too expensive ultimately benefits no one.
Wirtschaftsforum: And the topic of sustainability?
Oliver Niemann: A huge topic. Packaging, recycling, circular economy – all this is currently changing our industry. We are under pressure to reduce plastic and introduce return systems. But it is also an opportunity to differentiate ourselves from the competition.
Wirtschaftsforum: Where do you see the biggest challenges in the coming years?
Oliver Niemann: Two points: First, digitalization. Our customers – the medical supply stores – are changing, becoming more professional, more digital. We need to adapt our interfaces to their merchandise management systems and become more visible online. Second, the aging population. The need for care is growing everywhere in Europe. This means for us: We need to offer products that allow people to stay at home longer. This is humane – and saves enormous costs to society.
Wirtschaftsforum: What role does politics play in this context?
Oliver Niemann: Unfortunately, too small a one. In Berlin, much is said about hospitals and pharma, but home care providers and medical supply stores have no lobby. Yet, they are crucial for care. I wish that politics would recognize our contribution more significantly.
Wirtschaftsforum: After more than 30 years in the industry – what personally drives you?
Oliver Niemann: Clearly, the intergenerational contract. I have received a lot: opportunities, trust, a great team. Now I see my duty in building up the next generation. Many of us 'boomers' are retiring at the same time soon. The younger generation brings different ideas and expectations – we need to integrate them. I want to hand over a company that is stable, modern, and attractive for the future.
Wirtschaftsforum: You mentioned corporate culture. What defines it?
Oliver Niemann: We call it the "Drive DeVilbiss Way". It includes agreements such as acting ethically, communicating based on facts, creating a safe space where employees can stop the boss if he is going down the wrong path. This builds trust – and motivation.
Wirtschaftsforum: And your personal conclusion?
Oliver Niemann: I still enjoy it. Every day brings new challenges, new ideas. If we manage to bring care to the home and at the same time build a strong company for the next generation – then I have done my job.