Executive Suite: Mary Jane Helenek, Luitpold Pharmaceuticals

As a result of international acquisitions, Luitpold Pharmaceuticals Inc. is a Shirley-based company with a German name and a Japanese owner.

Its largest division, American Regent Inc., makes drugs and iron products. It also has veterinary and dental businesses.

Mary Jane Helenek, a pharmacist, started at Luitpold in the marketing department. She became chief executive in 2003 -- the company's first female head. Being a woman chief executive, she says, is "not something I've really ever given a lot of thought to."

Helenek serves on the corporate advisory board of the Dolan DNA Learning Center. She is 49 and has a son.

Do you believe the recession is over?
"I think it's turning now, yes. We really haven't been impacted very much by the recession. In fact, we've been growing every year for the last 20 years. The one segment of our business that suffered a little bit is our dental business, because our bone-grafting treatments are not covered by insurance." 

What are your plans to grow the business?
"With American Regent, we're growing mostly by taking market share from the competition. We are investing a lot of money into [research and development] for new treatment and new drugs. Every year we hope to get some generic approvals. One of the keys to success is to continually get new products and new approvals, because the profitability is always highest when you first launch a product." 

What do you look for in hiring?
"A can-do attitude is extremely important. For the sales division, personality and selling ability is important, and being able to develop a relationship with customers.

"I grew up on Long Island, so maybe I don't have an appreciation for how expensive it is to live here. When we have to take people from out of the area and relocate them -- especially if they come from North Carolina or someplace south -- the first thing they comment on is the high cost of living, especially the real estate taxes."

American Regent recently announced a drug recall. What's the best way to manage something like that?

"As soon as you realize that there is a potential quality problem with one of your products, you should be straightforward with the community and issue an immediate recall. All of our products are injectable drugs, so certainly if there were to be a quality problem, it could have very devastating consequences. Our company errs on the side of caution. Probably most pharmaceutical companies do, because it's your reputation." 

How do you try to get honest feedback from your employees?
"I'm a very approachable CEO, at least I try to be. As you get to know your employees and they get to know you, and the turnover is low, employees are very good about giving open, honest feedback. Quality is very important - integrity and corporate values. That's something that we instill in all of our employees."