Read the Conversation
Meeting highlight:
- Innovation Opportunity Mexico: Johnson & Johnson Innovative Medicine is committed to building a virtuous cycle of innovation by advancing clinical research and supporting clear policies that accelerate regulatory approvals and ensure broad access and timely reimbursement of pharmaceutical innovation. Mexico’s 2030 Plan positions healthcare as a strategic priority, with special emphasis on clinical research to attract US$ 2 billion in foreign investments to the country by 2030. Achieving this ambition will require improving regulatory, legal and tax policies to increase Mexico´s competitiveness, positioning the country as a hub for clinical research.
- Deep Local Footprint and Ecosystem Contribution: With over 80 years in Mexico, including 20 years in R&D and five operational plants, J&J plays a pivotal role in clinical trials and contributes extensively to the health ecosystem, while also engaging in community responsibility through partnerships with over 47 NGOs.
- Strategic Focus Areas and R&D Priorities: J&J focuses on addressing the largest medical unmet needs in oncology, hematology and immunology, backed by $15 billion in R&D annual investment and the integration of technology machine learning and generative AI to drive efficiencies, scalability and agility across the value chain, all underpinned by a strategy centered on talent growth & development.
- Mexico as a Global Innovation Destination: Mexico offers ideal conditions for clinical trials with its cost-effectiveness, fast patient enrollment processes, strong healthcare infrastructure, and privileged geographic position, making it a highly attractive market for global health innovation.
- Leadership in Collaboration and Policy Shaping: J&J, with Jorge serving as VP of AMIIF, is at the forefront of uniting the industry under a common vision on the value of pharmaceutical innovation to shape innovation-friendly policies and maximize social impact through strategic, cross-sector collaboration.
EF: How has timely access to innovation advanced since we last met, and what will shape opportunities and challenges for 2025?
JC: There’s still a lot to be done. If we look at the innovation cycle, progress depends on several factors: boosting clinical research, value-based health technology assessment (HTA), broad and timely access and reimbursement, as well as actionable data collection to improve the quality of health interventions and decisions.
Starting with research: Clinical studies were not even on the government’s radar a year ago. Under President Sheinbaum’s Mexico 2030 Plan, health has its own chapter. The Plan aims to grow clinical research investment to over $2 billion by 2030. This is a major shift, but a presidential declaration alone isn't enough. We still need a clear regulatory and legal framework as well as the right incentives for companies to attract investments to Mexico instead of going to another country. AMIIF is working closely with the government to move this forward.
On HTA, progress remains slow. We must evaluate new therapies fairly and make them locally relevant for Mexico’s unique healthcare system rather than importing from abroad, ensuring a “value-driven” approach and including inputs from all stakeholders involved. The Consejo de Salubridad General (CSG) is evolving, and we are collaborating to ensure that technologies are properly assessed. Without a balanced, inclusive evaluation process, we risk limiting access to pharmaceutical innovation. The real value of innovation must be measured by its clinical impact, with input from patients, physicians and industry.
Access to innovation remains a major challenge. According to FIFARMA, Mexico lags behind other Latin American countries, with new drugs often taking 5–10 years to reach patients, even after FDA approval. Faster regulatory assessments and faster public market access are essential.
Beyond access, financial certainty is critical. The government must ensure transparent and reliable procurement and collection processes, eliminating uncertainty across the process. A bigger structural issue is underinvestment. Mexico spends just 2.5% of its GDP on health, among the lowest in the OECD and Latin America. Efficiency can only go so far when investment is so low. With a population of 130 million, we must shift the view of health from an expense to a strategic investment. Encouragingly, the government seems more open to increasing funding.
EF: How is J&J leveraging clinical trials not only for access but also as an investment strategy?
JC: To achieve this objective, we must rethink how clinical research investments are viewed. Studies by WifOR show that investing in health delivers the highest return for both health and the broader economy. Every $1 invested in Mexico generates a $0.8 in return. This broader economic impact is becoming clearer to government officials, especially considering the full supply chain. Importantly, clinical research is privately funded, meaning the government reaps economic benefits without direct investment.
Countries like Spain, Argentina, and Brazil have declared clinical research a national priority, aligning policies, regulations, and financial incentives to attract private R&D investment. The broader impact of clinical research goes beyond health: it creates high-quality jobs, drives tax revenue, boosts foreign services, generates an economy of knowledge and sparks cross-industry innovation.
Clinical research provides free access to innovative therapies to patients who lack therapeutic alternatives available in their country while delivering significant economic benefits. Framing the conversation this way highlights pharma companies' essential role in strengthening health systems.
J&J has been present in Mexico for over 80 years, with more than 20 years in clinical research. Today, we operate five plants and employ over 16,000 people. Remarkably, one in every five medical devices implanted globally is made by Mexican hands. We generate high-quality jobs and economic impact through our research, manufacturing, and commercial operations.
Our investment in clinical research has grown significantly over the past three years. We now collaborate with over 200 principal investigators across 35 centers, recruiting more than 2,000 patients. While small compared to Mexico’s population, these trials focus on critical conditions like prostate and lung cancer, multiple myeloma, lymphoma, leukemia, and retinal diseases—areas with serious unmet needs. The impact is profound.
Beyond R&D, we aim to be seen as a true partner in Mexico’s development. Corporate social responsibility is part of our core values. We support over 46 community programs and collaborate with 25+ NGOs, reaching around 3 million people annually. Our employees volunteer over 7,000 hours a year to support these initiatives. This context matters because the industry is undergoing major changes, especially in Mexico. Pharma is being called to go beyond products and help build a sustainable, equitable health system. Without strong foundations, even the most advanced innovations risk failing to make a difference. At J&J, we take this responsibility seriously. We invest in clinical trials, hire and develop top local talent, and contribute to public policy and procurement reforms. Our goal is to shift perceptions from being seen as suppliers to being recognized as key contributors to national health outcomes, bettering off the communities we serve and are part of.
Becoming a trusted partner means aligning with the country's long-term healthcare vision. With operations in over 200 countries, J&J brings scale, innovation, and experience to support Mexico’s ambitions for a more equitable system. As the largest human healthcare company, spanning pharmaceuticals and medical devices, we are uniquely positioned to drive real impact across the full spectrum of care. This responsibility is central to our identity and defines our operations, especially in Mexico.
EF: How is J&J creating a company culture and attracting talent that is open to evolving, changing mindsets?
JC: At J&J, we believe deeply in the power of innovation to transform lives and reshape the future of healthcare. Our goal is to make some of today's toughest medical decisions relics of the past. To achieve this, we’ve focused on specific disease areas: oncology, hematology, immunology and neuroscience. Rather than spreading resources thin, we are laser-focused on where bold, targeted innovation can drive the most meaningful change.
As a two-sector company spanning pharmaceuticals and medical devices, we invest $12–15 billion annually in R&D. This commitment is allowing us to redefine treatment paradigms and deliver clinical outcomes that were unimaginable just a few years ago.
Alongside scientific breakthroughs, we are also transforming how we work. By leveraging advanced data analytics, machine learning, and generative AI, we are accelerating every stage of the innovation cycle—from early discovery to real-time decision-making for healthcare professionals. These technologies are helping us move faster, work smarter, and bring hope to patients with unprecedented speed.
We are confident that we will deliver more innovation over the next five years than the industry has seen over the past century. It’s a bold claim, but the numbers support it. In Mexico alone, we plan to introduce over 37 new molecular entities and line extensions in the next three years, focused squarely on our core therapeutic areas where the need for transformational innovation is greatest.
At the heart of our success is our commitment to people. Blending bold innovation with cutting-edge technology creates a dynamic work environment where employees can make a lasting impact on patients' lives. This is why J&J is increasingly becoming a magnet for top talent. People want to grow, lead, and be part of a company that is making a genuine and bold difference for patients—and we are delivering on that vision by heavily investing in innovation and people.
Our strategy is clear: attract, grow, and develop the next generation of leaders. We are rethinking hiring, developing, and accelerating talent—building an organization capable of solving the world’s toughest health challenges and delivering hope equitably and universally to all patients in need.
EF: Why do you think $1 invested in Mexican healthcare is better invested in Mexico than anywhere else?
JC: Several factors make Mexico an emerging hotspot for pharma, beyond just clinical research. Our population of 130 million is a major advantage for accelerating patient enrollment in trials. The country’s demographic diversity mirrors many other regions, making trial outcomes here highly relevant globally.
Cost is another key factor. Clinical research in Mexico is far more affordable and efficient than in places like the U.S. Companies can move faster, access diverse patients, control costs, and generate insights that apply to other markets, making Mexico a very attractive option.
Infrastructure is also a strength. We have a solid network of public and private hospitals and clinics across the country, not just in major cities. This allows for broader patient reach and more efficient trial execution. We also benefit from a strong base of well-educated healthcare professionals who can lead research efforts, act as investigators, and publish results—an asset not every country has and another reason Mexico is well-positioned for innovation.
Geographic proximity to the U.S. further strengthens our appeal, making attracting investment and driving collaboration easier. Altogether, these factors make us confident that Mexico can become a major player in clinical research regionally and globally.
Countries like Spain, Brazil, and Argentina succeeded despite starting with fewer advantages. Intentionality made the difference: a national commitment to prioritize clinical research. Before this role, I led our organization in the South Cone, with Argentina being the major market. When I started, private clinical research comprised just 15–20% of total private R&D investment across industries. By the time I left, it had jumped to 55%—meaning $5 out of every $10 spent on private R&D in the whole country came from multinational innovative pharma companies. We were able to successfully influence public policies, engage with leaders, and demonstrate the value of innovation, and it worked. When I look at Mexico today, I see the same opportunity but with many more advantages.
EF: If you could choose one subject to challenge executives shaping the future of healthcare, what would it be?
JC: I took on the role of Vice President of AMIIF to help build a solid shared vision among innovative pharma companies in Mexico. We all want the same thing: a stronger, more sustainable health system for Mexico that recognizes the value of innovation. Achieving this vision will require that all AMIIF associates stay true to our strategic imperatives and disproportionally focus on what truly moves the needle. We must be considered as key contributors, collaborators, and partners to government officials and other decision-makers driving the health system transformation.
Changing our conversations with the government from being reactive to being propositional is paramount. This could dramatically change how we work with government officials and are perceived—not just with COFEPRIS, where AMIIF has been very intentional in suggesting best practices coming from reference regulatory agencies, but across the entire health system and key stakeholders. Another example is declaring clinical research a national priority in Mexico. That would require going beyond the Secretariat of Health to engage other key stakeholders such as the Ministry of Economy, International Trade Offices, and even the President herself.
Another priority is preparing Mexico for successful USMCA negotiations. We’re working closely with the government to meet their commitments. We must approach the USMCA talks from a position of strength, especially on patent enforcement, data protection, and patent term restoration. This effort goes beyond AMIIF. J&J is proud to help lead this work, unifying the pharma industry’s voice and building strong partnerships with groups like AMCHAM Mexico, the U.S. Chamber of Commerce, and the U.S. Embassy. We’re building an aligned ecosystem. By staying unified in our priorities and values, we can remain relevant and effective in shaping public policy that truly benefits the Mexican people.
