enya FASHION QUEEN

EDITOR Annie Chien｜TRANSLATOR Aurora Lin｜PHOTOGRAPHER Wade Wu

在醫療與醫美產業深耕超過二十年，被外界譽為「時尚總裁娜娜」的可若夫生技董事長 Christina Ma，一路走來看似順行，實則每一段轉彎都來自深思熟慮。從強生、波士頓科學到諾華，她曾在多家國際藥廠與醫療器材公司，參與產品從市場調查、定位策略到實際上市的完整歷程。那是一段高度專業、制度明確，卻也必須服從總部決策的職涯歲月。

真正促使她走上創業之路，是當機會出現時，那股「想親自掌舵」的渴望。在取得洢蓮絲（Ellansé）的台灣總代理權時，娜娜總裁選擇把多年累積的市場、醫療與管理經驗，全數投注在一個屬於自己的舞台，不再只是執行者，而是為每一個選擇負責的人。創立可若夫生技，證明了專業可以被完整實現，更證明女性也能在高度理性與風險並存的產業中，做出長線且穩健的決策。

After more than two decades in the medical and aesthetic industries, Christina Ma—often referred to within the industry as “NaNa CEO”has built a career defined not by speed, but by precision. As Chairwoman of Clovers Biotechnology, her professional journey may appear seamless from the outside, yet each pivotal turn has been guided by deliberate, long-term thinking.

Before founding her own company, Ma spent years at global pharmaceutical and medical device corporations including Johnson & Johnson, Boston Scientific, and Novartis. From market research and product positioning to regulatory strategy and launch execution, she was involved in every stage of a product’s lifecycle. It was a world governed by structure, discipline, and international standards—yet one in which final decisions were ultimately shaped by headquarters far from the local market.

What led her to entrepreneurship was not dissatisfaction, but a quiet conviction: the desire to take full responsibility. When the opportunity arose to acquire exclusive distribution rights for Ellansé in Taiwan, Ma chose to invest everything she had accumulated—market insight, clinical judgment, and management experience—into a platform of her own. Founding Clovers Biotechnology marked a shift from executor to decision-maker, affirming her belief that professionalism, when fully realized, can sustain both innovation and stability. It also demonstrated that women can make measured, long-term decisions in industries defined by high risk and rigorous rationality.

回顧創業初衷，娜娜總裁形容那是一個應緣際會的決定，卻並非一時衝動。多年來，她在外商體系中協助無數產品成功落地，卻始終清楚：最關鍵的決定權不在自己手中。創業之後，她第一次能完整地為一個產品負責，從策略、執行到結果，全由自己承擔。這十年的最大收穫，除了營收與市場成果，更重要的是對自我的肯定。

她深刻體會到，一個產品能否成功，從來不是單一因素，而是市場理解、業務執行、後勤支援與客戶關係的整體協作，也正因為親身走過每一個環節，如今的她，反而更渴望把舞台交給團隊：「我已經證明我可以了，現在我希望能帶領團隊一次又一次複製成功的經驗與喜悅。」這份心境的轉變，來自信心，也來自格局，對她而言，企業不只是個人成就，而是一個能讓更多人被看見、被信任、被肯定的場域。

From Global Corporations to Entrepreneurship

Turning Experience into Authority

Looking back, Ma describes her decision to start a business as timely rather than impulsive. Years spent helping international brands successfully enter local markets had sharpened her understanding of what it takes to build credibility—yet she was always aware that the most critical choices were not hers to make.

Entrepreneurship changed that. For the first time, she became fully accountable for a product’s direction, execution, and outcome. Over the past decade, the rewards have gone beyond revenue and market share. More significantly, they have reinforced her confidence in her own judgment.

She has come to see success not as the result of a single strength, but of alignment—market insight, sales execution, logistical support, and long-term client relationships working in concert. Having personally navigated every link in that chain, she now finds herself eager to shift the spotlight to her team.

“I’ve proven to myself that I can do this,” she says. “Now, I want to help my team replicate that sense of accomplishment—again and again.”

For Ma, a company is no longer a reflection of individual achievement, but a platform where trust is built collectively, and where others are empowered to be seen, valued, and relied upon.

從藥品、心臟支架、消化道與骨科醫材走進醫美產業，娜娜總裁始終以初心看待產品：安全永遠在效果之前。她強調，醫美不是單純的美容行為，而是必須回到醫療本質來檢視的專業領域。每一項引進的產品，她都會細看臨床數據、使用年限、全球案例與併發症比例，確保在風險可控的前提下，才談創新與效果。這樣的背景，也讓她更擅長從「未被滿足的需求」出發找產品。憑藉早年市場調查與消費者行為研究的訓練，她總能精準看見市場缺口，並引進真正能解決問題的解方。

無論是洢蓮絲，或近年引進的逆時針（Profhilo），在她眼中，醫美產業的價值，不只是外在改變，而是長期改善生活品質、降低未來風險，這也是她反覆提醒團隊的使命所在。

Safety, Clinical Integrity, and Accountability:

The Non-Negotiables of Aesthetic Medicine

Having worked across pharmaceuticals, cardiovascular devices, and gastrointestinal and orthopedic medical equipment, Ma approaches aesthetic medicine with a clear foundational principle: safety must always precede results.

In her view, aesthetic treatments are not cosmetic indulgences, but medical practices that demand clinical scrutiny. Every product introduced by Clovers Biotechnology is evaluated through a rigorous lens—clinical data, years of application, global case studies, and complication rates—before innovation or performance is even considered.

This background has also sharpened her ability to identify unmet needs. Trained early in market research and consumer behavior analysis, she consistently looks beyond trends to uncover gaps where real solutions are required.

Whether it is Ellansé or more recent introductions such as Profhilo, she believes the true value of aesthetic medicine lies not in surface-level transformation, but in long-term quality of life and risk reduction. This philosophy remains a core message she reiterates to her team.

談到女性創業，娜娜總裁的態度依然率性，她不認為女性處於劣勢，反而看見更多女性優勢：溝通力、同理心、彈性與韌性。她相信，女性能同時溫柔與果斷，也更願意承認不足、持續學習，這樣的特質，正是她帶領團隊、建立信任的關鍵。

站在可若夫生技邁入第十一年的時間點，她對未來的想像並不設限。除了持續引進創新產品、深化台灣與香港市場，她也期待在東南亞複製成熟經驗，培養更多專業經理人。對她而言，真正的成功不是規模數字，而是能否讓團隊在舞台上發揮、成長，並為自己的人生負責。

「我認爲競爭者就是自己，不是其他人。只要不斷學習，超越昨天的自己，就可以變成更好的自己！」身為企業家，同時也是兩個女兒的母親，娜娜總裁以行動示範，真正限制人的往往不是能力，而是還沒開始行動。未來十年，她選擇繼續前行，不斷突破，並把這份不設限的信念，交給下一個世代。

Clovers Biotechnology and the Decade Ahead

When asked about women in entrepreneurship, Ma remains characteristically candid. She does not view women as disadvantaged; instead, she recognizes distinct strengths—communication, empathy, adaptability, and resilience.

Women, she believes, are capable of being both gentle and decisive, more willing to acknowledge limitations, and more open to continuous learning. These qualities, she notes, are essential in leadership and in building trust within organizations.

As Clovers Biotechnology enters its second decade, Ma places no rigid boundaries on the future. Beyond continuing to introduce innovative products and deepening the Taiwan and Hong Kong markets, she envisions expanding into Southeast Asia while cultivating the next generation of professional managers.

To her, success is not defined by scale alone, but by whether a company can enable its people to grow, perform, and take ownership of their lives.

“My only competitor is myself,” she says. “As long as I keep learning and surpass who I was yesterday, I’m moving in the right direction.”

As an entrepreneur—and the mother of two daughters—she leads by example, demonstrating that limitations are rarely a matter of capability, but of hesitation. Over the next decade, she intends to keep moving forward, breaking boundaries, and passing on this belief in possibility to the next generation.