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Meeting Highlights:
- Latin America: A Key Region for Innovation & Research: With over 80 years in the region, Lilly is deeply committed to delivering innovative solutions. Beyond being a strong revenue contributor, Latin America plays a pivotal role in Lilly's global research efforts, contributing over 40% of samples for certain clinical trials.
- Strategic Investments Driven by Favorable Policies: Government initiatives like Mexico's research-friendly policies promising faster approvals and better research conditions have fueled Lilly's confidence in the region. This outlook has led the company to quadruple its investments in Latin America.
- Addressing High Unmet Medical Needs: Latin America has a high prevalence of metabolic diseases, aligning with Lilly's focus. The company is committed to delivering two new innovations per year to meet these critical healthcare gaps.
- Driving Digitalization & AI in Healthcare: Lilly is a leader in AI-driven drug discovery, optimizing molecule development for faster breakthroughs. AI is also transforming commercialization strategies, moving beyond traditional sales models to patient-centric digital solutions such as health apps.
- Call for Industry-Wide Collaboration: Lilly advocates for a patient-centered approach to building sustainable healthcare ecosystems. The company is actively pushing discussions within the industry, recognizing that Latin America is increasingly open to facing healthcare challenges and embracing opportunities.
EF: Earlier this year, the company announced new investments for the region. With that as a starting point, what will Lilly´s key growth drivers be in LATAM?
KA: We are proud of the progress we have made. With a 150-year legacy globally, our presence in Latin America spans an average of 80 years—82 in Mexico, 81 in Brazil, and nearly 70 in Colombia. This long-standing commitment to innovation continues to drive us, ensuring we can deliver impactful solutions for many years ahead.
Mexico, Brazil, and Colombia, along with Latin America as a whole, are vital to our future growth and play an essential role in our innovation and R&D strategy. The quality of researchers, research capabilities, and the overall ecosystem in these markets provide significant opportunities for expanding our contributions in these areas.
For example, in some of our cardiometabolic health studies, Latin America has represented up to 40% of the global sample, showcasing the region's strength and potential. We are committed to increasing our investment in these markets, provided the environment remains conducive to growth.
A key opportunity lies in Mexico's recently proposed plan to approve clinical research within 40 days. If enacted, this could greatly enhance our investment capacity. In the last three years, we have already quadrupled our investment, and we are ready to increase it further if the conditions continue to support expansion.
The infrastructure is already in place, and now it is crucial to accelerate regulatory processes to speed up the introduction of innovation. This is vital not only because of the region's strong research capabilities but also because of Lilly’s commitment to patient representation.
Latin America has one of the highest prevalence rates of diabetes and obesity, with many patients failing to meet their treatment goals. Seven out of ten adults also face issues with overweight or obesity, making the unmet need significant and aligning perfectly with the treatments we plan to introduce. By increasing our involvement, we can enhance both the quality of research and patient representation in global studies.
We see tremendous growth potential, especially in Brazil, Mexico, and Colombia, and we are actively preparing for product launches. Our goal is to bring at least two innovative treatments to market each year, with at least two of these countries ranking among our top 10 globally.
EF: Could you share more about the 30 by 30 program and the latest initiatives you have implemented in Latin America to support patient access?
KA: We have allocated approximately $10 million to social aid programs, with a particular emphasis on diabetes prevention. One initiative we are especially proud of is our collaboration with the Carlos Slim Foundation to address gestational diabetes in the country. Reducing gestational diabetes not only improves maternal health but also lowers the risk of the baby developing diabetes later in life and prevents pregnancy complications.
We developed an algorithm for faster diagnosis and disease prevention, launched a pilot reaching thousands of women, and have now presented it to the government. We are hopeful that Dr. Kershenobich and his team will integrate it into national protocols, strengthening the diabetes care system. This is a major milestone because it extends beyond Lilly’s direct initiatives, contributing to national healthcare improvements.
Additionally, we are exploring ways to enhance supply chain resilience in certain countries. In Brazil, for example, we are considering Public-Private Partnerships (PDPs) to assist the government in establishing local production of key products. While we’re still evaluating the best approach, this remains a key area of focus for us.
Lastly, we are working to expand physician education. Many doctors, especially in remote areas, lack sufficient training in diabetes care. To address this, we have partnered with the National Association to improve diabetes education across the country. These initiatives reflect our commitment to ensuring innovation reaches the patients who need it most.
EF: How do you see AI tools and digitalization advancing, particularly in medical education and drug discovery within the research field?
KA: Lilly has earned recognition as a leader in AI, and for good reason. AI is integrated throughout our business model, starting with R&D. We are actively using AI to develop new molecules, building on our decade-long efforts to become the fastest in drug development. Today, we have reduced the timeline for molecule development to around six years, compared to the industry standard of 11 years. Our goal is to further shorten this timeframe by leveraging AI to identify targets more efficiently.
In addition to internal R&D, we are aggressively seeking external innovation. AI helps us discover targets in our labs and identify promising opportunities for business development and acquisitions.
AI is also transforming commercialization. While we still face challenges—especially in consolidating scattered data sources into unified data lakes—we are making rapid progress. Our traditional model of engaging with physicians through face-to-face interactions has evolved to include at least 10 different services designed to enhance patient adherence and treatment initiation.
Moreover, we are expanding our capabilities beyond traditional patient support programs (PSPs). We are now using AI to analyze patterns and identify why patients may drop out of treatment. This enables us to act proactively, addressing issues before they become barriers to treatment.
EF: If you were to outline a strategic roadmap for Mexico to evolve into an innovation and manufacturing hub by 2030, what key steps do you believe are essential?
KA: Mexico's healthcare investment is well below recommended levels. The OECD advises investing 9% of GDP in health, but Mexico currently stands only at 2.5%. This needs to change. It is not just about increasing investment; it is about recognizing that a healthier country will be more productive and attractive for business, driving GDP growth.
The second key area is innovation. For us, nearshoring is not just about manufacturing; it is about research opportunities. Clinical trial investment can exceed the cost of building a manufacturing plant. At Lilly, for example, we invest about 24% of our revenue in R&D, and we are currently investing around $100 million in Mexico. This shows the tremendous growth potential. Our strategic focus is to increase investment, particularly in clinical trials. To do that, we need the right regulatory pathways to conduct studies efficiently.
The third area is access. Innovation is important, but it must be accessible. We need to collaborate to reduce healthcare costs, improve prevention and diagnosis, and support reimbursement for innovative treatments. With 61 million people in Mexico affected by obesity or diabetes, the challenges—and costs—will only grow. We must create space for new treatments while finding ways to save in other areas to improve the healthcare system.
EF: How do you attract top talent, and what qualities are you looking for? How do you ensure that the skills within your organization align with the long-term needs of innovation?
KA: At Lilly, we have identified six capabilities in our strategic plan for Latin America to guide us toward our 2030 goals, and one of them is people. We need the best talent to achieve those goals.
In the innovative pharma industry, we must harness the power of purpose. The new generations and top talent want to make a difference. This is the industry where you can change lives and improve human health. Communicating with this purpose is essential, as it helps people connect with the impact they can make.
Next, we focus on developing and training talent. From foundational skills to advanced capabilities, we must invest in continuous training. For example, at Lilly, we all recently completed AI-tool training. I have seen people become more productive and creative with AI, which has been a huge boost.
We also ensure employees have clear development plans. People need to see that there are opportunities for growth. I have been with Lilly for 18 years, and I always knew where I was heading and what I needed to work on to reach my goals.
Fostering inclusion is also crucial. If people do not see themselves represented in leadership roles, they will not believe they can achieve them. We invest time and resources into diversity and inclusion, ensuring everyone has equitable growth opportunities.
Finally, we prioritize training supervisors and managers, as they are key to retention. Research shows employees leave because of supervisors, not the company itself, so we invest in strong leadership development to support long-term talent growth.
EF: As Vice President of AMIF, what core collaboration values matter most, and where can networks strengthen sustainable healthcare in Mexico?
KA: We all want a healthier Mexico with fewer deaths and more productive lives. While we may have different incentives, putting the patient at the center is a shared value. However, we need to emphasize that more. We also need to look beyond our own interests. For example, it’s not just about disease treatment but also about diagnosis and prevention. That is why the 30 by 30 program is so important to us, as it contributes to the broader healthcare ecosystem.
I have seen progress, and one thing I truly appreciate about the current government is that the dialogue has begun. The willingness to sit at the table and discuss difficult topics is essential. Collaboration is another value we all share. Despite the challenges, we can always find ways to turn them into opportunities.
EF: Having 20 years of experience in the sector and 18 years at Lilly, how do you want your legacy to be remembered?
KA: Looking back, I want my legacy to be that I contributed to improving the health of Latin Americans. If, in 10 years, people can say that obesity rates stopped growing or even decreased because of the work we did, I would be incredibly proud.
Additionally, I’m committed to developing the next generation. Mentors have been instrumental in shaping my career, so now it is my turn to give back and guide others. I want to be remembered as someone who positively impacted people’s careers and lives. If I can help someone grow the way others helped me, that would be the most meaningful legacy.
EF: Do you have a final message for our readers?
KA: Especially in these challenging times, Lilly remains fully committed. We are resilient and adaptable, always focused on the patient. The innovations we promised are becoming a reality, with new drug approvals for diabetes care and Alzheimer’s this year. Our goal is to continue delivering innovations each year and address the real needs of people, especially in Latin America. We will keep moving forward and contributing to a better future, always putting health above all.
