Read the Conversation
Meeting highlights:
- Navigating Transformative Times: Chinoin is focusing on continuing its family heritage while pursuing new opportunities in strategic areas, particularly in chronic diseases and primary care. The company is looking to duplicate its sales in the next five years.
- Growth Strategy: The growth strategy revolves around digitalization and targeting specific high-need therapeutic areas. Chinoin has positioned itself as a highly valued partner for manufacturing, distribution, and licensing contracts.
- Digital Transformation: The company is undergoing a digital transformation, starting with the commercial level to improve sales accuracy. AI technology is being implemented in production processes to create more efficient workflows. Data is being leveraged to support operational efficiency across all employees.
- Employee Development: Chinoin places a significant emphasis on internal employee development. This includes collaborating with regional universities and running in-house development programs to shape and educate employees for long-term growth.
- A Century of Commitment to Mexico: Chinoin views Mexico as a resilient country with vast opportunities to enhance the healthcare system’s value. The company is dedicated to improving the lives of Mexicans, celebrating 100 years of guaranteeing high-quality and affordable healthcare solutions. Chinoin is committed to ensuring the accessibility of these healthcare solutions for the future, continuing its legacy of care in Mexico.
EF: Building on a 100-year legacy, what are the future challenges and opportunities for Chinoin in preparing the company for the next decade?
SH: We are going through challenging times, and the world is changing rapidly. Our top priority is ensuring the family's continued involvement in the business while preserving its legacy. At the same time, we are exploring new opportunities in strategic therapeutic areas. We have a strong pipeline over the next 10 years, with plans to duplicate sales in the next five years and again in the following decade.
AI will play a key role in our future, and we must integrate it now to stay ahead. Additionally, we are expanding our focus beyond primary care, respiratory, and gastroenterology to address chronic diseases in Mexico.
Maintaining our company values is essential, especially for our team of over 2,600 people. We want to provide them with stability and growth opportunities, ensuring a strong future for the company.
Our people remain our top priority. In Mexico, we offer professional growth opportunities, allowing employees to advance within the organization. Over the past decade, both our employees and the company have grown significantly, doubling in size. We are committed to sustaining this trajectory with a strong pipeline and a clear strategy.
EF: What can multinational companies learn from strong local players, and how do you see the value of partnerships within the pharmaceutical industry?
SH: We are a well-established Mexican company with a strong presence in Central America, Colombia, and South America. Three years ago, we successfully launched our most valuable anti-flu brand in the U.S., reinforcing our reputation for high-quality, competitively priced products that benefit patients.
As a valuable partner, we actively seek global collaborations and have already worked with satisfied partners from Korea, Switzerland, India, and other countries.
Our strength lies in a robust sales force of over 700 representatives engaging with more than 30,000 physicians monthly. This is our core business and a key driver of our success.
While some large companies hesitate to enter or remain in Mexico, we see opportunities to acquire product licenses or purchase assets they no longer wish to manage. As they shift toward biotech and high-tech solutions, we can grow by integrating their established products, making us a strong and reliable regional partner.
EF: Can you share your thoughts on your internal innovation and R&D strategy, particularly in positioning Mexico as an innovation hub? How do you see these capabilities evolving in the country?
SH: Our state-of-the-art facility in Aguascalientes stands out for its advanced technology and capabilities. We also manufacture for both national and multinational companies, and visitors are often impressed by our level of innovation and quality.
Maintaining such high standards comes at a significant cost, especially in quality control, but we are fully committed to excellence. Between 25% and 30% of our workforce is dedicated to quality control, working across various laboratories to uphold our rigorous standards.
The saying " Crisis always brings opportunity” is something my father always emphasized. In Mexico, we see a significant opportunity as big pharmaceutical companies are leaving. This opens the door for us to form strategic alliances, acquire products, and strengthen our position in the market.
Additionally, there is a shortage of certain medications in Mexico. This gap presents another opportunity for us to provide essential products that patients may not find through Social Security.
EF: How is Chinoin utilizing digital technologies to drive business growth and improve operational efficiency?
SH: We are starting with the commercial area because implementation is easier and more controllable. Managing the sales force and physician interactions is important, but the real value lies in transforming our vast healthcare data. AI allows us to analyze this data, helping us match the right doctor with the right products and uncover new opportunities for existing treatments.
AI will make our sales strategy more precise. Beyond that, these technologies can also improve production efficiency, particularly in planning and manufacturing processes, by eliminating downtime and optimizing operations. While implementing AI in a highly regulated and complex industry is challenging, the commercial area is the best starting point. This approach helps employees gradually adapt to AI, understanding that it is not here to replace jobs but to enhance their work.
There is often concern that machines will take over, but in reality, AI will empower employees, making their work more efficient and impactful. We are actively working on educating our team about AI’s value, ensuring they see it as a tool for growth rather than a threat.
EF: How do you attract talent, and what specific skills or expertise are you seeking as the company shifts toward future growth?
SH: For the second year in a row, we have been recognized as one of the best companies to work for. A comprehensive survey ranked Chinoin as the top workplace, which is a huge honor for us.
Internally, we also conduct surveys to understand how our employees feel and how they are doing at work. The feedback has been very positive—people appreciate that we truly live by our values. While we are highly selective in hiring, our employees are happy with the environment we have created.
As we grow, we recognize the challenges of scaling from 1,200 to 2,600 people. Many early employees who have been with us for the past decade have grown significantly, and we are now focused on preparing the next generation of leaders. Our first- and second-level management teams are working to delegate responsibilities, empowering others to step into leadership roles. We are developing both directors and middle management to ensure they can continue making decisions and that, in the next five to ten years, internal employees will step into executive positions.
Attracting talent starts with the company's image. We are a company that truly cares for its people. Some employees leave in search of better opportunities or higher pay. Still, many realize the reality is different and choose to return, appreciating the value of being part of our team.
Our most important asset is our workforce. Finding the right people is challenging, as we compete with many large companies.
Locally, we worked with the University of Aguascalientes to introduce a chemistry program and other specialized careers essential for our industry, helping train a new generation of specialists. We also encourage employees to pursue master's degrees to prepare for the future. Additionally, our internal platform, “Universidad Chinoin”, offers various courses and specializations, ensuring our team remains skilled and competitive for future challenges.
EF: Why is investing a dollar in Mexico more effective than in other countries, and how should it be allocated to build a sustainable healthcare system?
SH: As a 100-year-old Mexican company and family that has grown over the years, we take great pride in our roots and remain deeply committed to the country.
We have weathered many crises—through the 50s, 80s, and even the 2000s—yet we have continued to grow. While future challenges may arise, Mexico remains the place we want to be.
Mexico is a land of opportunities. It has provided my family with a livelihood, and we firmly believe success is still possible here. We have the ability to inspire the Mexican people to work with loyalty and pursue their goals. Though opportunities may not always be immediately visible, they are vast, and we can continue to grow from this foundation. While we plan to invest in Latin America and Central America, Mexico remains our priority—a large country with unique potential.
There is still much to do for our community. With over 120 million people, there are countless lives we can help improve.
EF: As you celebrate 100 years, what achievements are you most proud of?
SH: I have been working here for almost 30 years. When I first joined, I was eager to connect with the workers. I have always had a passion for this, even as a child. I was fascinated by the process of assembling the boxes and watching people make the tablets. I clearly remember how excited I was to work here from a young age, inspired by my father. He taught me to always look for opportunities, even in times of crisis, and to understand how others perceive you.
You need to be passionate about life and convinced that what you're doing is for the benefit of others.
That is how I want to continue the family legacy. We have done well for the people who work here, helping them grow and overcome challenges in both their personal and professional lives. We provide livelihoods and support one of the most important areas in life: health.
Chinoin will keep guaranteeing healthcare solutions that are of high quality and affordable. Beyond human health, we also have an animal health department, demonstrating our integrated approach and main concern: care.
Today, we support over 2,600 families and continue to grow, carrying forward our passion and commitment. We're aiming for the next 100 years, making a positive impact.
