Fastnet First Hand: CEO Insights Interview with Stephen Kenny Vice President of API Europe, Schwabe Group

What first attracted you to a career in the life sciences industry?

My early career began in engineering, where I cut my teeth at E.G. Pettit & Co. in the Engineering Design office. It was an excellent foundation, but it quickly became clear to me that while I enjoyed the technical aspects of the role, I was drawn to something more people-focused.

I joined Cara Partners in Cork in 2000 as a Project/Technical Support Engineer, while also continuing my studies at night in Cork institute of Technology. That period - my first real taste of leadership, project management and full immersion in the process - has shaped my entire career.

I’ve always placed my trust in people, but I believe the process is equally critical. When setbacks occur, my first question is: “Where in the process did we let that person down?” That mindset has stayed with me to this day.

Was there a pivotal moment or decision early in your career that set you on the path toward leadership roles?

Knowing when it’s time to move on - recognising that you’ve outgrown a role - is critical, and timing is everything. I knew I had reached that point at Cara and needed to back myself.

Against a lot of well-meaning advice, I left Cara in 2010 to take on a Site Manager role with Dairygold at one of their cheese plants in Cork. Three years later, an opportunity came up for Head of Dairy Processing Ireland. It was an exciting role, coinciding with the end of dairy quotas and a period of major expansion for Dairygold - €130 million invested across four sites in four years.

I knew I was capable, but I was also probably the least experienced of the internal candidates. Still, I backed myself, put my name forward, and got the job. That was undoubtedly a pivotal moment in my career.

Suddenly, I was responsible for a €700 million business! The pace was relentless, the focus was on results - project delivery and implementing lean processes - and it was seven days a week. It was a steep learning curve, but also an incredibly rewarding one and a time I really developed as a leader.

How would you describe the culture at Schwabe Group?

The culture at Schwabe Group is truly unique. As a family-owned company, values are at the heart of everything we do. Our products are all from nature for health, and that principle is non-negotiable—the group only works with products derived from natural sources to support health and well-being.

It’s a deeply people-centred and non-hierarchical environment. There are no barriers to sharing opinions or asking questions, and there’s a genuine respect for diverse perspectives. That openness fosters a strong sense of trust and inclusion.

One of the clearest indicators of the culture is retention—many people have been with the company for a very long time, and that speaks for itself. There’s a strong long-term mindset here, with a focus on creating sustainable value rather than chasing short-term results. While commercial success is, of course, important, we take a more holistic and purpose-driven approach.

How do you nurture and sustain this strong culture?

At Schwabe Group, our leaders genuinely walk the talk. Trust is strong, communication is open, and we place a real emphasis on developing and empowering our people.

From our highly successful Graduate Programme to the many colleagues who have built their entire careers with Cara, we’re proud of the internal growth and long-term commitment we foster. At the same time, we recognise that attracting new talent will be key to achieving our ambitious expansion plans.

As we grow, embracing new ideas and nurturing and protecting our culture will be more important than ever. It’s the foundation of our success.

Looking back, is there anything you would do differently? 

Overall, I’m very proud of what I have achieved and what we have achieved as a team. 

That said, with the benefit of hindsight, I recognise that having more balance—particularly from a personal perspective—would have been valuable.

At certain points in my career, the commitment was intense: long hours, constant travel, and a relentless pace. It did take a toll. When my children were young, my wife carried a lot of the load at home, and I’m very aware of how much I relied on her support during those years.

I’ve found a better balance now, but it took time—and conscious effort. It’s something I’d encourage others to prioritise earlier in their careers. Sometimes that is easier said than done! 

What are your top tips for ambitious executives at mid-career level to successfully progress?

Start with a clear vision—know where you want to go. Then it’s about focus, discipline, and patience. Small, consistent steps can lead to significant leaps over time.

Never stop developing yourself. As you move into more senior roles, your technical expertise will naturally take a back seat. That’s a natural progression —it’s about making space for new capabilities. Relationship-building and stakeholder management become absolutely critical.

Be brave and step up. The real value you bring as a leader lies in empowering others. And above all, cultivate self-awareness. For me, that’s been a constant theme throughout my career. I’ve worked with executive coaches at key points along the way because I believe in always learning—about the business, about others, and about myself.

Stay curious. That’s where growth begins.

Looking forward, what are you most excited about?

With a global, future-focused strategy, The Schwabe Group has a very exciting future ahead. From a local perspective, Cara Partners Cork will be a Centre of Excellence and one of the largest extraction plants in the world. Honestly, this is an amazing journey which I feel genuinely privileged to be a part of. The scale of the ambition, the alignment with our values, and the impact we can make together is what keeps me energised every day!