RetinAI and the road to EssilorLuxottica: lessons from Co-Founder Carlos Ciller
03.11.2025
When RetinAI was founded in Bern, the goal was clear: use data and artificial intelligence to improve eye health. Today, Co-Founder Carlos Ciller sees the company taking its next step as it joins EssilorLuxottica, the global leader in vision care and eyewear, bringing RetinAI’s AI-powered solutions to a broader, international stage.
 |
 |
RetinAI develops software that analyzes large-scale retinal images and biomarker data to support the diagnosis and monitoring of conditions such as age-related macular degeneration, glaucoma, and diabetic retinopathy. Its AI platform, RetinAI Discovery, is both FDA-cleared and CE-marked, and is used to advance clinical research and patient care worldwide. Following the company's recent acquisition by EssilorLuxottica, we spoke with Co-Founder Carlos Ciller about RetinAI’s journey, the lessons learned along the way, and his advice for the next generation of entrepreneurs.
RetinAI was recently acquired by EssilorLuxottica. Looking back, what were the most important factors that made this outcome possible?
It’s hard to pinpoint a single set of decisions that defined our journey. For us, it was a framework built on team selection, focus, and execution. We chose to specialize deeply in ophthalmology because that was our background, moving quickly to form partnerships with established stakeholders—first in pharma, then in clinics—and consistently deliver the highest-quality work to our customers. On the team side, we were deliberate. Each early hire was critical, and we looked for people who could deliver, learn fast, and grow with us. We refused to be intimidated by regulatory frameworks, such as those in medical devices or AI, and instead aimed to maximize ROI for every innovation by collaborating with key players and forming win-win partnerships through our network. Above all, we treated every customer with genuine care. We wanted them to feel we had their back, no matter the circumstance. In the end, customers may forget the details, but they remember how you made them feel.
That mindset earned us trust and recognition. Over time, our brand gained credibility with customers and peers alike. We were carving out our place in the market just as EssilorLuxottica entered the healthcare field, setting the stage for the next chapter of growth together. Chapter 1 is complete, and chapter 2 is just beginning.
You received early backing from programs such as Venture Kick. How did this support help you establish the foundation for growth and long-term success?
The money from Venture Kick saved the company at the time. In Switzerland, labels matter—a lot: academic labels, merit labels, grassroots labels, and the seal of approval you get from programs like Venture Kick and other initiatives organized by Venturelab. These were important milestones that helped us close our first pre-seed round. I’m grateful for that support, because without it, we wouldn’t have lived to see what the company became a few years later.
You also joined the Venture Leaders programs in China and Life Sciences. In what ways did these experiences shape your fundraising strategy and international expansion?
We were fortunate to be selected for both Venture Leaders Life Sciences in Boston in 2017 and Venture Leaders China the following year. The first trip—and, in fact, the preparation before leaving for Boston—led to our first investment. Had we not been selected for Venture Leaders in 2017, we wouldn’t have been in the spotlight at EPFL’s Startup Night that April/May, and our first angel investor might never have noticed us in the audience. From that perspective, it was incredibly important—and a reminder that you always need to show what you do, because you never know who is listening.
"We refused to be intimidated
by regulatory frameworks."
The trip to Boston opened our minds and exposed us to the realities of entrepreneurship in the US. We built a network of contacts there that continues to have important effects to this day. The trip to China was longer and gave us the chance to explore the Asian giant. It helped us understand that entering such a market would require muscle, significant capital, and dedication. The experience allowed us to reshape our business, reassess opportunities, and refine our focus. I really value these trips as opportunities for new entrepreneurs to grow by learning from peers and exploring the unknown. That mindset will, in turn, be essential for their companies’ success.
Carlos Ciller at the Venture Leaders China kick-off in 2018
What advice would you give to entrepreneurs aiming for a successful exit?
Find the right co-founders and team members, and push yourself out of your comfort zone before you start. Test those relationships early—working together on small projects, if possible. My co-founders were essential to every success, including the exit. When challenges arose, we acted without hesitation or finger-pointing, focusing on thinking and taking action. Understand your situation, and make decisions as a team. Luck comes in waves, and when it appears, you have to be ready to seize it.
One might think the beginning of an exit happens just months before the event, but in our case, the path started at least two years earlier. From day one, build relationships with industry players—you never know when their strategy or mission might align with your vision. Don’t wait until the end to build those bridges. Get to know the teams that could one day acquire your company, because few buyers acquire businesses they don’t already know.
Finally, be ready for the possibility of failure. When you lower expectations and focus on conviction—pushing forward with minimal regrets—that’s when you find the clarity and resilience to take your company to new heights. For us, it wasn’t the exit itself, but preparing for the exciting next chapter in the story of Ikerian/RetinAI.
RetinAI / Ikerian's Co-Founders: CEO Carlos Ciller, CSO Sandro De Zanet, and CTO Stefanos Apostolopoulos
"The Venture Leaders program
brought us our first investment."
brought us our first investment."
RetinAI was recently acquired by EssilorLuxottica. Looking back, what were the most important factors that made this outcome possible?
It’s hard to pinpoint a single set of decisions that defined our journey. For us, it was a framework built on team selection, focus, and execution. We chose to specialize deeply in ophthalmology because that was our background, moving quickly to form partnerships with established stakeholders—first in pharma, then in clinics—and consistently deliver the highest-quality work to our customers. On the team side, we were deliberate. Each early hire was critical, and we looked for people who could deliver, learn fast, and grow with us. We refused to be intimidated by regulatory frameworks, such as those in medical devices or AI, and instead aimed to maximize ROI for every innovation by collaborating with key players and forming win-win partnerships through our network. Above all, we treated every customer with genuine care. We wanted them to feel we had their back, no matter the circumstance. In the end, customers may forget the details, but they remember how you made them feel.
That mindset earned us trust and recognition. Over time, our brand gained credibility with customers and peers alike. We were carving out our place in the market just as EssilorLuxottica entered the healthcare field, setting the stage for the next chapter of growth together. Chapter 1 is complete, and chapter 2 is just beginning.
You received early backing from programs such as Venture Kick. How did this support help you establish the foundation for growth and long-term success?
The money from Venture Kick saved the company at the time. In Switzerland, labels matter—a lot: academic labels, merit labels, grassroots labels, and the seal of approval you get from programs like Venture Kick and other initiatives organized by Venturelab. These were important milestones that helped us close our first pre-seed round. I’m grateful for that support, because without it, we wouldn’t have lived to see what the company became a few years later.
You also joined the Venture Leaders programs in China and Life Sciences. In what ways did these experiences shape your fundraising strategy and international expansion?
We were fortunate to be selected for both Venture Leaders Life Sciences in Boston in 2017 and Venture Leaders China the following year. The first trip—and, in fact, the preparation before leaving for Boston—led to our first investment. Had we not been selected for Venture Leaders in 2017, we wouldn’t have been in the spotlight at EPFL’s Startup Night that April/May, and our first angel investor might never have noticed us in the audience. From that perspective, it was incredibly important—and a reminder that you always need to show what you do, because you never know who is listening.
"We refused to be intimidated
by regulatory frameworks."
The trip to Boston opened our minds and exposed us to the realities of entrepreneurship in the US. We built a network of contacts there that continues to have important effects to this day. The trip to China was longer and gave us the chance to explore the Asian giant. It helped us understand that entering such a market would require muscle, significant capital, and dedication. The experience allowed us to reshape our business, reassess opportunities, and refine our focus. I really value these trips as opportunities for new entrepreneurs to grow by learning from peers and exploring the unknown. That mindset will, in turn, be essential for their companies’ success.
Carlos Ciller at the Venture Leaders China kick-off in 2018
What advice would you give to entrepreneurs aiming for a successful exit?
Find the right co-founders and team members, and push yourself out of your comfort zone before you start. Test those relationships early—working together on small projects, if possible. My co-founders were essential to every success, including the exit. When challenges arose, we acted without hesitation or finger-pointing, focusing on thinking and taking action. Understand your situation, and make decisions as a team. Luck comes in waves, and when it appears, you have to be ready to seize it.
One might think the beginning of an exit happens just months before the event, but in our case, the path started at least two years earlier. From day one, build relationships with industry players—you never know when their strategy or mission might align with your vision. Don’t wait until the end to build those bridges. Get to know the teams that could one day acquire your company, because few buyers acquire businesses they don’t already know.
Finally, be ready for the possibility of failure. When you lower expectations and focus on conviction—pushing forward with minimal regrets—that’s when you find the clarity and resilience to take your company to new heights. For us, it wasn’t the exit itself, but preparing for the exciting next chapter in the story of Ikerian/RetinAI.
RetinAI / Ikerian's Co-Founders: CEO Carlos Ciller, CSO Sandro De Zanet, and CTO Stefanos Apostolopoulos