• Hyris
  

  Distributed qPCR: portable instruments + cloud software + proprietary reagents, for genetic testing "wherever it is needed".
  
  

• Vytro
  

  PCR for diagnostics: kits and reagents for reliable and standardised workflows in the laboratory.
  
  

• Mytho
  

  Tailor-made NGS: customised panels + bioinformatics, to interpret complex genomic data and transform it into insights.

This transformation is not limited to redefining a brand, but repositions the entire group within a new, more mature and more transparent industrial logic. Until yesterday, teams with different approaches and missions coexisted under the same roof: some developed hardware, others built reagents, and others designed algorithms. Each had its own pace, objectives and metrics. Today, those skills speak a single language. They are organised into a modular but integrated structure capable of covering the entire spectrum of molecular diagnostics: from distributed PCR to advanced NGS. Helyx Industries was therefore also created to provide clarity. Not only externally — towards customers, partners and investors. The new structure changes many things. From a centralised and vertical logic, in which every activity had to adapt to a single operational container, we are moving to a perimeter model, where each division has a strong identity, a specific target and a dedicated roadmap. It is a strategic and cultural choice.

• It means recognising that molecular biology is no longer a single discipline, but an ecosystem of technologies, skills and languages that must be able to communicate and also breathe independently.
• It means stopping trying to force everything into a single narrative and starting to differentiate courageously: those who do distributed qPCR (Hyris) speak to a certain audience with certain needs; those who work on kits for hospitals and diagnostic laboratories (Vytro) have other metrics and other priorities; those who design custom NGS panels (Mytho) live in a completely different world, one of flexibility and insight. 

The transition from Ulisse Biomed to Helyx Industries is not just a matter of branding, therefore; it is the moment when the group becomes fully aware of its industrial nature and decides to structure itself accordingly. For years, as often happens in biotech innovation, energy has been focused on discovery, technological validation and opening up new opportunities. This was a necessary and vital approach that allowed the group to build expertise, products and relationships. But at a certain point — when technologies mature, markets become more demanding and application contexts more critical — that model is no longer sufficient. Helyx was born at precisely that turning point. That is, when the group stops behaving like a start-up chasing side opportunities and instead chooses to govern its own perimeter with a long-term vision. In this new context, governing means making choices, deciding what is core, what is complementary, what is no longer so, and transforming a set of technical excellences into coherent, modular portfolios designed to last and grow. And in this context, it is not just a question of scale, but also and above all a question of responsibility. Responsibility towards those who use Helyx solutions in real clinical contexts, where technology is not a theoretical exercise but a tool that affects decisions, therapeutic pathways and intervention times. In these areas, precision, replicability and reliability are not options: they are minimum requirements. From our point of view, being a conscious biotech industry also means accepting that every technological choice has operational consequences. That every kit, every workflow, every pipeline must be designed to work, and to always work, in a traceable, documentable and verifiable way.

Finally, there is responsibility towards regulated markets. This is an area that does not allow for ambiguity. Compliance, documented quality, process auditability, operational transparency: these are the pillars on which the credibility of a biotech group is measured today. Helyx chooses to address this complexity as both a constraint and an enabling factor. Because structuring also means accepting that innovation, in order to be truly useful, must be able to operate within clear rules. And that industrial solidity does not slow down progress, but makes it sustainable.

Hyris is the division of Helyx dedicated to development services and platforms for distributed qPCR. It is designed to bring genetic analysis to places where, until yesterday, it would have been unthinkable: peripheral laboratories, remote departments, mobile facilities, industrial contexts, and field clinics. It is based on a simple belief: diagnostic quality should not depend on geography. With Hyris, genetics can be moved — and remain accurate, traceable and compliant.

Everything revolves around Hyris System™, an integrated ecosystem that combines:

• bCUBE™, portable qPCR device
• bAPP™, cloud-based software for management and analysis
• Ambient-stable reagents, designed to withstand suboptimal conditions

Hyris' strength lies in its ability to enable reliable molecular testing without the need for a central laboratory. This means rapid responses, less transport, and greater autonomy for those working in the field. All while maintaining rigorous standards: ISO 9001, 1348527001, 21017, 27018, replicability, and integration into existing workflows. Hyris is useful for those working in public health, local diagnostics, emergency services, food safety, agribusiness, and pharmaceutical logistics. It is also perfect for those looking for globally distributed OEM solutions. It is cutting-edge technology that is already operational.

A concrete system to transform the way molecular diagnostics are performed, wherever they are truly needed. The division also targets strategic partners looking for a partner capable of co-developing customised panels or responding to industrial needs with solid guarantees.

Vytro is the Helyx division that deals with molecular diagnostics in the clinical field, with a specific focus on PCR in the laboratory. It is the technical backbone of the group, providing expertise and authoritative guidance to laboratories, hospitals, diagnostic centres and healthcare networks that face complex challenges every day and require robust, standardised and traceable workflows. Vytro develops and manufactures proprietary PCR kits based on deep multiplexing, internal algorithms and optimised reagents. The catalogue covers areas of high clinical relevance: molecular microbiology, genetics, oncohaematology and pharmacogenetics. Each product is the result of a pipeline that combines R&D, regulatory validation and field optimisation. Compared to consumer logic or generic kits, Vytro is in a league of its own: every solution is IVD compliant, every piece of data is designed to be reliable and useful, not just accurate.

The aim is to improve diagnostic pathways, reduce errors and increase efficiency. Vytro enables laboratories to enhance their offering without complicating their daily work. With Vytro, PCR once again becomes a powerful, targeted and industrially sustainable tool.

Mytho is the Helyx division that tackles next-generation genomics (NGS) with a clear approach: personalisation, precision, interpretability. No pre-packaged catalogues, no forced standards. Only solutions designed around real needs. Mytho designs specific NGS panels for each context, with in-depth work on genetic design and a bioinformatic infrastructure capable of handling complexity. Each project is built on scalable, compatible, intelligent pipelines. Because raw data is not enough: it needs to be transformed into clear, clinically useful, operationally manageable insights.

Mytho caters to hospitals, specialised centres, research institutes, clinical and diagnostic groups that need tailor-made solutions. Oncology, rare diseases, precision medicine, population screening: wherever advanced design and interpretation are needed, Mytho is there. It is the division that works most closely with those who need to use the data: geneticists, bioinformaticians, multidisciplinary teams. It is designed for those who are not looking for an off-the-shelf product, but a design collaboration. For those who know that NGS, without robust analysis, is just noise.

With Mytho, Helyx moves into the most advanced area of molecular diagnostics. Always with a clear promise: to give shape to data. And meaning to analysis.

Nicola, in what sense is Helyx Industries not 'just a name change'?

The name is the external sign of something that has already changed internally. Helyx represents a complete industrial identity. A group that presents itself clearly, with a structure that reflects what it does, how it does it and for whom.

Why did you choose a three-part structure? 

Because today, those involved in molecular diagnostics operate in very different environments. Some work in distributed contexts, perhaps with logistical emergencies or the need for extreme speed. Others work in regulated clinical laboratories, with certification standards and established workflows. And then there are those who deal with complex genomic data, which must be sequenced, analysed and interpreted for clinical or research purposes. Keeping everything in a single container had become ineffective. The needs overlapped and became confused. We decided to clarify the boundaries. Hyris, Vytro and Mytho were born out of this need: not to break things up, but to organise them. Each one speaks to a specific audience, with dedicated tools and languages. But they are part of a single trajectory.

What is the common thread between Hyris, Vytro and Mytho? 

A single goal: to deliver clinical and operational value through genetics. Each division has its own scope, but everything is connected: from reagents to instruments, from software to interpretation.

From an 'industrial' point of view, what does it mean to be an integrated group? 

It means that we don't design on one side and manufacture on the other. It means that development, production, validation and deployment are aligned and communicate with each other. This allows us to scale faster, better adapt solutions and build credible partnerships. An integrated group also has an invisible competitive advantage: it reduces friction, accelerates time-to-market and builds continuity.

And Mytho, what role will it play in this trajectory? 

Mytho is the gateway to the world of NGS, but we are not interested in making it a 'trendy' division. We are working rigorously on custom panels, flexible bioinformatics and multi-platform compatibility. We don't want to be a showcase, we want to build solid and useful skills. Mytho completes the Helyx supply chain because it allows us to generate interpretable insights from highly complex data, with a scalable and transparent approach. This is our approach to NGS: minimal frills and a great deal of expertise.

Gabriele, what is the main marketing challenge after rebranding? 

The main challenge is to say things in the right way. It seems trivial, but, especially in our field, this is often one of the most underestimated aspects. When a group grows, it can no longer afford to communicate by approximation. Precision is needed. Intention is needed. After the rebranding, we found ourselves rewriting every element of our story. Not because it was wrong, but because it had become insufficient. The risk was that we would convey the message that the logo had changed, not the structure. In reality, it is the opposite: it is the structure that has changed, the logo came later. Marketing, at this stage, has a very concrete task: to bring out consistency. To show that the divisions are not a superstructure, but a snapshot of what already exists. If we succeed, even a quick glance is enough to understand how we are made.

How will you describe Vytro without confusing it with Hyris?

Starting from real life in laboratories. Vytro operates within regulated clinical workflows, consisting of routines, checks, certifications and daily responsibilities. Hyris was created to provide an industrial supply chain for qPCR applications to partners and strategic players. When you describe the context of use, the distinction becomes natural. There is no need to insist, just be precise.

You have also updated the website as part of the rebranding. What should a laboratory understand immediately when it enters?

That they are entering an orderly ecosystem, not a confusing showcase. The site has been designed to help visitors immediately understand which division to contact: Hyris for qPCR platform development services, Vytro for clinical laboratories, Mytho for NGS projects. There is no need to read everything; it only takes a few seconds to find your way around. If this happens, the site has done its job. The rest happens through dialogue, materials and direct interaction. But that first step — orientation — must be clear, immediate and reliable.

What role does Insights play in this context? I notice that it has become a main item in the navigation menu.

Insights has become a key lever. It is not there to fill space or create corporate content. It serves to build a bridge, even before a narrative. We have chosen to give it visibility in the menu because today it is an active part of how we communicate with the market. It tells what we are doing, how we are moving, what questions we are asking ourselves. Those who arrive there must be able to find guidance, but also depth. Well-written articles, with reliable sources, an internal voice, and clear language. We do not intend to measure the result in page views, but in the quality of the conversations it generates. If content helps a customer ask a better question, or a partner understand where we stand, it has done its job.

A message for those who followed Ulisse Biomed

Nothing has been erased, nothing has been set aside. Everything that defined Ulisse Biomed — the method, scientific rigour, field research, the ability to innovate with pragmatism — is still here. But today it is expressed with a more solid, more readable structure, more ready to face challenges of a different scale. Helyx Industries was not created to set aside the past. It was created to enhance it. To reorganise it with clarity, without losing the idealistic drive that has brought us this far. Those who have followed us know how hard we have worked, often behind the scenes.

Now is the time to make that work visible, to give it a stronger, clearer form, one that is better able to generate trust.

This rebranding is a transformation, but it is also a statement of intent: we want to continue to grow without losing sight of who we are. And we want to do so with those who have been with us from the beginning. Because every step forward has roots that deserve to be recognised.