Transformation in Pharma: How to Build a Holding with 450 Employees and Become a Strategist

Dolce Pharm is a manufacturer of disposable medical devices and pharmaceuticals. The company has been in business for over 25 years, offering around 270 products—ranging from sterile gloves to syringes and lab containers.

The business was already systematic and regulated, but the company was expanding so rapidly that the owner developed a fear of losing control. "I was afraid to even imagine that one day our staff would reach 500 people," recalls Elena Lee.

Daunting Growth

By the time she encountered Business Booster, the company was already substantial: approximately 300 employees, documented processes, annual recertifications, strict batch traceability, and quality control—standards that are mandatory in the pharmaceutical industry.

However, during this period of rapid expansion, questions arose that internal systems could no longer answer:

• How to expand in a controlled manner?
• How to reduce dependence on the "human factor"?
• How to maintain stability amidst the natural ebbs and flows of the market?

Elena had invested millions in her education previously. She learned about Alexander Visotsky’s system through a partner who introduced the technology to Kazakhstan. "When he told me about it, I immediately realized it was exactly what I needed," Elena admits.

Changes Implemented with Business Booster

Elena’s primary goal was not just to acquire knowledge, but to implement a framework through which the business should operate. "For a business, the organizational structure is like the Periodic Table for chemists," she says, describing the impact of the model.

During implementation, the focus was on:

• Establishing clear links between functions: personnel, training, sales, databases, etc.
• Reducing reliance on specific individuals by hiring people to fit the system.
• Creating a foundation to transition from a medium-sized business to corporate governance.

The Results

Within a year of working with Business Booster, Elena achieved the following:

• Headcount increased to 450 employees.
• The structure expanded into a holding of 10+ companies.
• The company continued to thrive despite the post-pandemic downturn and competition from the "gray market."

The most significant shift occurred in the owner's role. Previously, Elena was deeply involved in day-to-day operations and feared expansion; now, she focuses exclusively on strategy as the Chairperson of the Board.

"The greatest value is confidence—knowing that you are no longer afraid," she says. 

Elena emphasizes that she stepped away from direct management long ago and now oversees the company remotely, even from abroad. She dedicates her freed-up resources to developing new business ventures.

Why This Case is Notable

The Dolce Pharm story is unique because the company was already organized, yet it still hit a "ceiling" caused by the fear of scaling. A functional management model gave the owner the confidence to expand without panic and successfully transition into the role of a strategist.

If you, like Elena, want to grow but fear losing control or getting bogged down in operations, sign up for the updated "Business Operating System" online workshop. You will stop acting blindly, and your business decisions will become significantly more effective.