The company
When you choose Remex, you choose lasting quality. The well-being of patients is our top priority, and every product we deliver reflects our unwavering commitment to the highest standards.
Our History
With more than five decades of experience in the medical and healthcare sector, Comercial Médica Remex has established itself as a benchmark in the Balearic Islands, offering quality products and services to hospitals, medical centers, and healthcare professionals.
Our story began in 1974, at a time when the demand for medical supplies was rapidly increasing across the islands. In response to this growing need, Comercial Médica Remex was born with a clear mission: to facilitate access to reliable and efficient healthcare solutions, contributing to the well-being of the community.
The company’s early steps were defined by an entrepreneurial spirit and deep industry knowledge.
Through regular visits to pharmacies and hospitals, we began distributing medical supplies, building strong and lasting relationships with clients and suppliers.
Since then, we have evolved alongside the industry, adapting to technological, regulatory, and logistical changes, while never losing sight of our core values: commitment to health, quality service, and close personal attention.
Today, Comercial Médica Remex continues to grow, supported by a team of dedicated professionals and a network of collaborators who share our values. We remain committed to innovation and personalized service, keeping alive the same spirit of dedication that inspired us from the very beginning.
QUALITY MEDICAL-HEALTH SERVICES
Our Values
Innovation
Quality
Safety
Honesty
At Remex, we stand out for working with the best brands in the market, offering quality products and distribution services to businesses or professionals who require our service.
TRUSTED MEDICAL AND HEALTHCARE SOLUTIONS
Discover the vision and experience of our leaders
Medical and healthcare services specializing in prosthetics, electromedicine, and pharmaceutical materials
Antonio Nicolau, President
Comercial Médica Remex was founded around 1974. The company was created by my brother, Vicente Nicolau, together with his partner Antonio Gómez Pastor, who at that time was dedicated to sales in pharmacies. Both were medical sales representatives and started selling medical products to hospitals and pharmacies.
At that time, I was doing my military service, and in my free time, they offered me to work with them as a delivery driver. In 1975, I became a commercial agent, and soon after, I was invited to join the company as a partner. I took on the responsibility for the prosthetics division, one of the key areas in the growth of Remex.
The decision to enter the medical-sanitary sector came naturally, as my initial partners were medical sales representatives and, at that time, it was a growing field. We realized that there was no local company in the Balearic Islands that supplied medical material directly to hospitals and pharmacies, so we saw a market opportunity and decided to take advantage of it.
The history of Comercial Médica Remex has been a process of constant evolution and adaptation to the times. From the beginning in 1975, the company was structured into several business lines: materials for pharmacies, electromedicine, laboratories, and prosthetics.
One of the key milestones came in the 1980s when we began importing innovative products like waterproof immobilization bandages. However, a lack of experience in imports and the economic crisis led us to a difficult financial situation. In 1983, the partners went separate ways, each taking part of the business. I continued with the prosthetics and consumables division.
A year later, in 1984, my brother and I reunited and founded Comercial Médica Remex, consolidating the consumables, prosthetics, and electromedicine areas. In 2010, my brother retired, and my son and I acquired his part of the company. Since then, Remex has continued to grow, modernize its structure, and adapt to the new challenges of the sector.
The original name of the company was "Representaciones Médicas en Exclusiva". Over time, and after a restructuring due to financial problems, we changed the name to "Comercial Médica Remex", keeping the essence of the brand but with a renewed identity.
"Service above all." For us, service is the most important thing. It's not just about selling products, but offering close, professional service and quality guarantee. Remex is based on personalized attention and responding to our customers’ needs as quickly and efficiently as possible.
We stand out for our ability to provide agile, personalized, and high-quality service. Our added value is undoubtedly the deep knowledge of our customers’ real needs, as we have been supporting the evolution of medicine and its innovations for 50 years.
The greatest legacy I can leave is the continuity of the company in the hands of my son. He has managed to modernize the business and adapt it to the new times. Maintaining and improving what we have built is not an easy task, but I am fully confident that, over time, my son will succeed, as he has already demonstrated with the changes and innovations he has implemented in recent years.
I see a promising future for Remex. Since my son took leadership, the company has grown, innovated, and expanded its services. We used to have around 20 employees; now we are over 40. This shows that the business continues to evolve and adapt to the new demands of the sector.
I have no doubt that it will continue to grow, explore new fields, and maintain its position as a reference in the medical-sanitary sector in the Balearic Islands. My son is leading with a modern vision and strategies.
Antonio Vicente Nicolau, CEO
I do not consider myself a leader in the traditional sense, nor do I believe in a single leadership style. My approach is based on fostering an environment where everyone can contribute their best. I believe in independence, responsibility, and organization within departments. For me, the most important thing is that each worker feels their work is valuable and contributes to the company's growth.
My father built this company with effort, dedication, and a commitment to quality and service. The most important thing I consider preserving is his work ethic, seriousness, and honesty. These values have been key to the company's success and where it is today.
The most important thing he taught me was to enjoy and value this work. If you don't love what you do, it's hard to transmit that passion. Also, I have learned that leadership requires patience and long-term vision, as well as taking care of the team's well-being to achieve better results.
Maintaining the original values while evolving is a great challenge. Professionalizing the departments and ensuring that employees feel they are a fundamental part of the success are also key. It’s a great responsibility, but I approach it with respect and commitment.
At Remex, we strive for excellence. We differentiate ourselves by providing a close, reliable service, always adapting to the client's needs. Our values are Service, Quality, Innovation, Honesty, Safety, and Collaboration. We work hard to maintain our essence without stopping innovation.
We want to continue being a benchmark in the sector, focusing on innovation and adapting to new market demands. Additionally, I want Remex to be a model of work-life balance and employee well-being.
There are no radical changes planned, but we are evolving to adapt to new needs, such as the growth in home healthcare services. We aim to continue improving what is already working.
My greatest wish is for Remex to be recognized as the leading healthcare company in the Balearic Islands, a company that takes care of its employees and has a positive impact on the lives of patients.
Abel Perez, C.O & C.H.O
The first challenge was deeply analyzing the company to understand it. In the end, when you start in a new company, you don't know what value it provides, the market perception of the company, the people working there, and what role each one plays, the relationships between departments, the perception from our clients and suppliers, etc.
For me, the biggest challenge is knowing where I stand. Trying to analyze the company's functioning in the shortest time possible, from a perspective that allows me to make an adequate analysis to implement improvements. We need to know how to maintain what works well, which is a lot, and figure out where to focus and, most importantly, decide the first actions to take to ensure we go in the right direction.
Currently, the company promotes autonomy, that is, decision-making without asking for permission, proactivity, responsibility for our actions, our departments, our surroundings, and awareness of the impact we generate on the company.
We must be leaders of our own development. This is something I want to continue fostering. Another important aspect is the closeness with our clients and suppliers, market knowledge, and also an aspect I highly value: generosity. We need to learn to be generous with our colleagues, upwards and downwards the chain of command in the company, because this is something that very few companies give enough value to.
One of the main aspects I highlight about the employees is their deep knowledge of the market. Most of them have been working here for many years, evolving alongside the medical sector and its needs, being part of its advances and solutions.
I also see that employees like to take on challenges, to get curious, and understand the purpose of a mission, values, or market analysis... Ultimately, it’s about increasing professionalism.
The main one for me is believing it—we have to believe much more in it. I think we are in the phase of starting to believe that we can provide immense value to the market from many perspectives.
Adding new services, offering a service as a comprehensive health partner, so that doctors and medical institutions can make better decisions, thus offering better services that result in improved quality of life for patients.
Secondly, implementing the Kaizen philosophy (continuous improvement), self-analysis, self-criticism, and self-leadership. Finally, on a technological level, we must stay up-to-date with all the innovations, artificial intelligence, robotics, automation... Our goal is to be pioneers in innovation and technology.
I don’t want employees to come to work, I want them to “want to come to work”. To feel fulfilled and have a true sense of belonging. I believe that we are the leaders of our own development, so we focus on offering growth opportunities to those who are willing to take them.
Therefore, the culture in Remex must align with this company value.
Proactivity is fundamental to me. I challenge people to propose their own solutions when facing a problem. By making people get involved and propose solutions, they realize the value they have as employees and as responsible individuals because they have much more knowledge than they believe.
I have a very coaching-style leadership and very much like a chief happiness officer, which might sound like a joke, but for me, it’s a super important topic because I firmly believe that only happy, proactive, and engaged employees are the ones who speak best of the company both inside and outside.
The legacy I would like to leave is one that someday someone looks back and thinks I was a person who brought value, for how I made them feel, for how they evolved, or for the challenges they faced. I want them to question their daily routine from a more empowering perspective than limiting.
I hope the new leadership proposal has been deeply rooted in people, so that everyone becomes a champion of it for future employees.
What differentiates us from the competition is that we are an extremely global company, and we offer the largest number of possible solutions to a single problem. We approach it with knowledge and all the arsenal of products and services at our disposal.
We can comprehensively address almost any health-related need because very few companies can present a value proposition to be a true partner to both the public administration and private medical institutions.
Market trends revolve around efficiency, service, technology, and carbon footprint. The challenge for companies is getting bigger, and only those that make a strong global commitment will survive.
It’s also true that island life forces us, in many aspects of our project, to oversize our warehouses, which is an operational inefficiency that we need to manage. For that reason, once you reach a certain size, you have to ask yourself whether you want to keep growing or not, because it might not be sustainable, even if it’s profitable from an accounting perspective, since it could lead to the company lacking liquidity or being financially stressed.
For me, it’s essential. I’ve made many decisions in my life that could have detracted from my professional career just for the sake of work-life balance.
Work-life balance is not just for people with children; it’s for those who want to enjoy their free time and do something other than work all day. I believe that a person who is truly fulfilled in their personal life will be able to develop professionally.
I’ve always said that “there’s work to do, not a schedule to fulfill.” That’s why I advocate for remote work or flexible working hours.
Work with us
Do you want to be part of a team committed to innovation and healthcare? We are looking for passionate individuals with a calling and the desire to grow in a professional and human environment.
Send us your CV and discover new opportunities with us.
