Bank of Montreal 2012 Annual Report Download - page 19
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16 BMO Financial Group 195th Annual Report 2012
SteriMax
When Kenyan-born Mahen Acharya
arrived in Canada in 1973, he had
a pharmacy degree and entrepre-
neurial ambitions. Today the 40-year
BMO customer is CEO of SteriMax
Pharmaceuticals Inc., which has grown
since 1998 into a leading provider of
drug products to hospitals and retail
pharmacies. Now SteriMax is strength-
ening its U.S. presence and directly
developing drugs alongside those it
distributes – backed by a sig nificant
increase in financing from BMO.
Acharya has always had a keen
eye for opportunities. He grew his
first drugstore into a regional chain
that was acquired by a national
player. Next, he built Canada’s third-
largest drug wholesaler before
selling it to a Fortune 100 company.
“SteriMax was also launched to fill a
gap in the marketplace,” he explains.
“We saw drugs that were in demand,
but not in the huge volumes that
multinationals require.” As a nimble
niche player, SteriMax can meet
that demand more cost-effectively.
“The key is to be ready to move
when opportunities arise. BMO under-
stands that and helps ensure we’re
ready to act when the time is right.”
Banks grow shareholder value by helping customers succeed.
It really isn’t any more complicated than that.
Delivering quality growth begins with building customer loyalty.
To drive higher performance for shareholders, a bank must take
good care of its customers. Their needs and aspirations shape the
development of new products and services and inspire the endless
fine-tuning of every business process and personal interaction.
To create lasting value is to build deeper relationships with existing
customers while working to attract new ones. In other words, the
people who engage with a bank – whether in the branch, online or
across a boardroom table – ultimately have the power to determine
its future. When they succeed, they further the bank’s success.
It’s as simple as that.
build
The
to
power