Read the Conversation
Meeting highlights:
- Multi-Faceted Leadership & Role Synergy: Team empowerment and shared ownership through Bayer’s Dynamic Shared Ownership model.
- Sustainability as a Strategic Priority: Costa Rica’s national commitment to sustainability creates the ideal environment for initiatives like carbon neutrality, recycling, and strategic investments in women’s health.
- Bayer’s 50-Year Legacy in Costa Rica: Reflects a long-standing contribution to local development and its growing role within the company’s global network.
- The Costa Rican Ecosystem: a compelling example for global companies, offering a unique blend of professionalism, education, and a 'can-do' mindset.
EF: Miriam, you wear many hats, leading GBS HR operations, overseeing GBS in Costa Rica and Brazil, and serving as Managing Director for Bayer Costa Rica. How do you go about balancing all these priorities?
ML: Combining these three roles has provided a valuable learning experience. My position as Managing Director for Bayer Costa Rica aligns naturally with my leadership responsibilities for GBS in Costa Rica and Brazil, as both roles influence our work locally and across the broader region. This synergy has enabled a more seamless balance with my global HR operations responsibilities.
Navigating global work across multiple locations and time zones presents unique challenges, particularly in terms of time management. Based in Costa Rica, my days often begin early to coordinate effectively with teams in Europe. While this schedule can be demanding, the early sunrise here makes those transitions more manageable.
These responsibilities have reinforced the importance of focusing on where I can drive the most impact and empowering my teams to excel independently. This approach is central to the transformation underway at Bayer, where we are implementing our Dynamic Shared Ownership (DSO) model. This model encourages team ownership and independence, supporting both personal development and organizational success.
EF: How do you see this model being adapted to the Latin American culture?
ML: Our Dynamic Shared Ownership represents a significant transformation that we are currently leading at Bayer on a global scale. This initiative is enabling us to become more agile, reduce bureaucracy, and respond more swiftly to the diverse contexts in which we operate, whether globally or within specific regions and countries. At the same time, it empowers our employees, enhancing their sense of fulfillment and productivity, and enabling them to bring their best selves to our shared mission of "Health for all, hunger for none."
While it is essential to respect cultural and contextual nuances, with no “one size fits all” approach, our overall methodology remains consistent. We operate in 90-day cycles, focusing on co-created outcomes, outputs, and tasks. This structure sharpens our focus, unites our teams around shared goals, and is responsive to local realities. In Latin America, for example, this approach aligns well with the culture’s emphasis on collaboration and empowerment, and we are careful to integrate it into both mid- and long-term strategic objectives.
A crucial element in our transformation is ensuring that every member of Bayer, regardless of location, understands how they contribute to our core mission. This clarity drives alignment and ensures that our efforts collectively support our global vision. Specifically in Costa Rica, our teams make meaningful contributions from multiple perspectives. This focus keeps us united and aligned on delivering value and innovation to our customers, patients, and farmers worldwide and within the region.
EF: Can you elaborate on the footprint that Bayer has in Costa Rica
ML: Bayer has been investing in Costa Rica since 1978. Our footprint spans across all three of our divisions. Furthermore, Bayer is proud to employ nearly 1,000 individuals in Costa Rica, representing a diverse array of backgrounds and expertise.
We have two production sites for Pharma, one focused on radiology and one on women’s health. And two R&D sites for Crop Science, one focused on cotton seeds and the other on crop protection products.
We also have commercial units for Consumer Health, Pharmaceuticals, and Crop Science, and a large presence through our Global Business Services, which I also lead and which we have built up over the last eight years.
In addition, we have made significant investments in the country, including more than 200 million dollars in our new state-of-the-art facility at the Pharma women’s health site, which is currently in the validation process. We are still planning to go live with production of the women’s health portfolio in 2026.
I am personally very excited about this investment in our new state-of-the-art facility, which reflects Bayer’s sustainability commitments and aims to reach 100 million women in developing countries by producing devices from our contraceptive portfolio to support women with family planning.
EF: What was your pitch when it came to attracting resources to Costa Rica? And what was the reasoning behind choosing to invest in Costa Rica over other regions?
ML: Costa Rica offers a unique blend of advantages that distinguish it as an investment destination within the region. One of the most significant factors is the country's remarkable political and economic stability, which is complemented by a robust democratic system. Rather than maintaining a standing army, Costa Rica directs its resources toward education and infrastructure, an approach that has substantially contributed to its current strengths.
Another key attribute is the country’s strong commitment to education, which has fostered a highly skilled workforce proficient in English and equipped with specialized training. These qualities contribute to a robust local talent pool, essential for organizations like Bayer.
The investment climate in Costa Rica is equally compelling. The country's well-executed free zone strategy has created an environment that actively attracts and supports international business. Bayer, for example, operates in several of these zones, benefiting from both its Global Business Services Center and pharmaceutical production sites. The design and ongoing promotion of these investment conditions demonstrate Costa Rica's commitment to supporting business growth.
A strong and integrated ecosystem has developed around these free zones. They not only host leading companies in MedTech production, shared services, and technology but are also bolstered by a well-established network of providers, including suppliers and maintenance services. This comprehensive infrastructure is unique within the region.
Moreover, the legal security in Costa Rica plays a vital role in attracting investments. The country's commitment to upholding the rule of law provides a stable environment for businesses to thrive. Additionally, the openness of local authorities to engage in transparent dialogue regarding investment opportunities fosters a collaborative atmosphere that reassures potential investors.
Reflecting on my personal experience, I remember my initial visits to Costa Rica about a decade ago while leading a procurement team in the United States. At that time, Bayer had only one production site in the country. I was immediately impressed by the presence of major multinational companies within the free zones and had the opportunity to explore the depth of the business ecosystem. It quickly became clear how well-aligned the regulatory framework is with FDA standards and how the legal environment supports business in the United States and other global markets.
In recent years, the opportunity to support and lead teams on the ground in Costa Rica has been incredibly rewarding. Witnessing the country's growth firsthand and being part of an environment that benefits not only Bayer but also the farmers, customers, and patients we serve worldwide highlights the strength of our investment in Costa Rica. Together, these factors demonstrate why Costa Rica continues to be a strategic choice for our operations.
EF: What are some lessons learned that you would like to share with others who are looking to grow and advance into leadership roles like yours?
ML: I have been with Bayer for 17 years, and have spent more than 20 years in the pharma and life sciences industry, which I believe is a great industry to be part of. Most of my time has been in procurement, and I have had the chance to work across all three of our divisions, Pharma, Consumer Health, and Crop Science, which has given me tremendous insight.
To me, I would say that it has always come down to curiosity. Having the curiosity to keep learning with an open mindset has made a big difference in my journey. I have tremendously enjoyed the opportunities that I have had at Bayer and in my previous company as well, to meet people with interesting backgrounds and to learn something from them. There is something to learn from everyone you meet. Everyone actually has an interesting history and background, and that has helped me significantly to develop and also to lay out where my path could lead, and where I could add value.
I think that it is very important to me to find out where I can add value and still continue learning. This position here in Costa Rica has been a great step for that as well, because it combines a lot of the things I already had experience in, but also allowed me to really broaden my perspective and look at the world differently. It is one thing to view the world from a developed country like Germany or the US, but it’s quite another to see it from a small Central American nation that makes a significant impact within the Bayer universe, extending far beyond its borders.
EF: What advice would you give to women who want to grow into leadership positions? And how do you see that evolving, especially now that you have worked in different locations around the world?
ML: I absolutely value the opportunity to work in diverse teams and to help create an inclusive environment that gives everyone the chance to contribute to their full potential. When it comes to women and women leaders, I believe it is very important to stay authentic. That really matters. Leading with your values in mind is also essential, being clear about what you want to achieve and how you want to contribute.
For me, it has helped a lot to listen more to my inner voice than to the voices around me. Because in the end, that is a very personal decision. You need to find the right opportunities that allow you to contribute and grow, yes, but the first step is being clear with yourself. That is a decision only you can make. No one else can make it for you.
EF: You recently received the certification for being carbon neutral across all your facilities in Costa Rica. Could you elaborate on what this means in terms of Bayer’s sustainability commitments and why this is important for the company?
ML: We are incredibly proud of our recent accomplishments. First, we have achieved carbon-neutral certification for all our sites in Costa Rica for the very first time. Additionally, we have also received the Bandera Azul certification, another sustainability initiative that our sites continue to excel in here in Costa Rica.
Both programs are very important because Bayer is committed to sustainability, both globally and in the regions and countries where we operate. These certifications demonstrate that we take seriously the responsibility in the communities we serve. We not only discuss sustainability and engage in global initiatives but also actively participate in local and regional programs that demonstrate our tangible actions and impact..
For example, to achieve the carbon-neutral certification, teams across all of our sites in Costa Rica worked together. That was made easier by the proximity of our sites in the country. It also helped us show our employees that even if you work in an office building, there are things you can do to support sustainability through various actions. Many of our people were involved in this effort. This again ties into the opportunity to bring your whole self to work and to contribute to initiatives that make a difference. In this way, everyone can have an impact.
EF: How are you using AI and digitalization at Bayer?
ML: We use AI in many different areas. One important point for us is that Costa Rica has a very open and well-educated workforce that is ready to use AI in many areas of their work. I can speak specifically about our Global Business Services (GBS) environment here, where we have an agile and highly skilled population that is using AI across many functions.
On the GBS side, we use different types of automation and programming to automate tasks that were previously done in a more transactional way. Now, with AI support, we can complete those tasks in a leaner, more efficient manner. That allows our people to focus on more complex, decision-based, and value-adding tasks. This is quite a transformation compared to how we worked eight years ago when we first opened the Global Business Center here.
What is also great to see is how naturally the talent here in Costa Rica integrates AI into their daily work. They are very “affable,” open, and engaged in using AI and frequently bring in great implementation ideas themselves.
EF: What message would you send as Bayer Costa Rica to our audience, especially in terms of the work you are doing here in the country?
ML: Our investment in Costa Rica is really about creating a win-win situation. On one hand, it is built on all the advantages I mentioned earlier, and first and foremost, the highly skilled workforce that helps us contribute to 'Health for all, hunger for none.' Additionally, factors such as political stability and a favorable investment environment further enhance the appeal of this opportunity.
The win-win part is that we are not only building something valuable for the country and the region, but we are also enriching Bayer’s global ecosystem and contributing to our mission. That goes far beyond the borders of Costa Rica.
At the same time, we are helping to create attractive employment opportunities within the country, building strong career paths, and strengthening the local ecosystem even further. That is something we see as very important. We have been here since 1978, and we firmly believe in our investment in Costa Rica.
EF: As a final comment, what do you believe Bayer brings in terms of value beyond just the product itself?
ML: Costa Rica serves as an excellent example of how our vision, “Health for all, hunger for none”, takes shape. Within this country, all three of our divisions are actively present. We advance new treatments and crop innovations, contribute through pharmaceutical production, including women’s health and radiology, and export radiology products globally. Importantly, our impact is also deeply felt locally, benefiting Costa Rica's five million residents.
Our commitment to sustainability strongly aligns with both our global responsibilities and Costa Rica’s national priorities. Initiatives such as achieving carbon neutrality at our sites, participation in the Bandera Azul program, and investment in the women’s health facility all demonstrate this dedication. These projects have been successful not only because of our vision, but also because Costa Rica prioritizes sustainability both as a nation and in everyday life.
Sustainability is ingrained in daily routines here and mirrored in our operations. Recycling, the reduction of plastics, and community involvement in environmental programs all reinforce that sustainability is not a distant concept, but an immediate and shared responsibility. The strong national focus on sustainability significantly enhances our ability to implement and live these values across all our sites.
EF: As we wrap up, what would you like to celebrate in 3 years when Bayer turns 50 in Costa Rica?
ML: Costa Rica has become a significant location for Bayer, contributing well beyond the country's borders across all our business sectors. I would like to recognize and congratulate the dedicated teams whose efforts have driven this success. Together, we have built an operation that not only delivers strong business results but also creates a positive impact on local communities and the nation as a whole. This foundation positions Bayer for continued growth and longevity in Costa Rica.
Moreover, I see Costa Rica as a model for others considering establishing a presence here, whether in MedTech, Shared Services, or other industries. The strength of the country's infrastructure and business ecosystem is immediately evident to all who visit. In my experience, every guest leaves impressed by our facilities, the professionalism and educational level of our people, and the unique spirit of friendliness and ingenuity that defines Costa Rica.
It is this distinctive spirit that truly sets Costa Rica apart on the global stage, and we are proud to contribute to and benefit from it.
