Read the Conversation
Meeting highlights:
- Alignment with Merck's Values: Catalina emphasized that Merck's long-term, people-first philosophy and ethical decision-making perfectly align with her personal values and life stage, particularly as a mother of two little ones.
- Healthcare System at Risk: She highlighted that Colombia's healthcare system is in a financial crisis due to an unsustainable funding model, urging honest national dialogue and structural reform to avoid collapse by 2026.
- Strategic Role of Colombia: Colombia's openness to innovation, strong clinical trial infrastructure, and partnerships make it a key regional hub for Merck in both healthcare and life sciences.
- Portfolio Commitment and R&D: Merck remains committed across all therapeutic areas, especially oncology and neurology, while continuing to invest in R&D, including leadership in fertility and promising lupus trials in Colombia.
- Empowering Leadership & Sector Challenges: Her leadership centers on an example-driven culture "(fast, focused, flexible, fun)", and she calls for the region to prioritize fertility awareness and early diagnostics as part of a more robust, preventive health model.
EF: What attracted you to join Merck, and what mission did you set for yourself upon taking the role?
CR: One of the things I have always tried to prioritize in my career is finding alignment between my values and the values of the organization I represent. That becomes especially important when you hold a leadership role and serve as the face of a company in a particular country. When I was choosing my next opportunity, I was looking for that alignment, and I truly found it at Merck, a place that completely aligns with my values, ethics, and sense of purpose.
Merck is the oldest pharmaceutical company in the world and is still family-owned. What stands out is how decisions are made. They are never based on short-term financial gains or trends that may not last. Everything is done with long-term sustainability in mind. People are truly the most important asset here, and that belief is deeply ingrained in the company culture. In just a year and a half, I have already met key leaders, including members of the Merck family and the global CEO. That kind of access shows how close-knit and people-focused the organization is. Merck’s culture goes beyond financial performance. It is about having a meaningful impact on society. Whether it is through technology, artificial intelligence, or other innovations, the goal is always to serve a larger purpose. The company's current vision is “Sparking discovery, elevating humanity,” and it is applied across all three sectors: Electronics, Life Science, and Healthcare. We work to serve that vision. In Healthcare, we operate as “All for patients,” contributing to that greater mission. To me, this is all incredibly inspiring. It is a company where equity, inclusion, and work-life balance are more than just words; they are truly part of the everyday culture. I believe I can maintain harmony between my personal and professional priorities here, which is a rare and special achievement. I genuinely love working at Merck.
EF: What is your perspective on Colombia’s healthcare challenges and outlook for 2025?
CR: Colombia’s healthcare system has gone through a difficult time since 2022. What we are experiencing now is not just a temporary situation but a real crisis. The healthcare system was once one of the best-ranked globally and was definitely among the top three in the region in terms of coverage. Of course, due to the country’s geography and decentralized structure, there were quality issues in rural areas and small towns.
The government has proposed a transformation, but it lacks a proper transition model. So, things are both changing and not changing at the same time. All the actors in the healthcare system are trying to do their part, but the main issue remains financial sustainability. Regardless of any political vision, a healthcare system cannot function without proper funding. Since 2021, the system has built up a debt of over 18 trillion Colombian pesos. Before we can discuss improving services, expanding access, or transitioning to a more preventive and early diagnosis model, we must first determine how to fund the system properly. We need to be realistic about what the national healthcare plan should cover in terms of medicine and services.
There are several options. We could increase the percentage of salary contributions from workers and employers. We could raise taxes on products like tobacco, alcohol, and gambling. Alternatively, we could reduce the scope of coverage by excluding items that are not essential, such as diapers, TVs, or other non-healthcare necessities. The issue is not a lack of good intentions. Many stakeholders genuinely want to improve the system for patients. But we are failing to connect the pieces and have an honest national conversation about what needs to be done. Currently, everyone is trying to come up with separate fixes, such as patchwork solutions. If this trend continues, things may worsen by 2026. We could end up with a broken system, populated by new and inexperienced players, with many stakeholders on the verge of financial collapse. The financial issues will remain, but now within a system that is disorganized and poorly managed.
The next government will need to first define the amount of money required to sustain the system. They must recover what can still be saved from the current structure, identify which new ideas are effective, and assemble a balanced solution. This will require determination, patience, and genuine commitment from all parties, especially the government and key stakeholders. I still believe we can fix this. Colombia has a way of pushing through difficult times. I once heard someone say that Colombia is like a Volkswagen Beetle. It carries a heavy load but never breaks down. That is my hope for the healthcare system. It can keep moving forward, even through the worst times, but now we need to help it get back into gear.
EF: What is the strategic importance of Colombia to Merck, and how do you view Colombia’s potential as a regional hub?
CR: Colombia has played an important role in the healthcare industry, and I believe it will continue to do so. It is a key country for companies like Merck. We need to ensure that we protect and support this role in the future.
One of the reasons Colombia stands out is its openness to innovation in the healthcare system. The academic environment and clinical research community are also very strong. Clinical trials in Colombia work well because doctors are disciplined, committed, and eager to publish their findings. This makes Colombia an ideal location for testing new medicines and treatments, sometimes even before other regions. This advantage is not necessarily tied to regulatory speed, but more to the strong clinical research environment.
Another major strength is the system’s openness to collaboration and access to programs. Colombia allows projects like managed access initiatives, government partnerships, health economics research, and even risk-sharing agreements. There are also opportunities for local manufacturing through tech transfer programs. All of this makes Colombia an attractive place for investment in Latin America. Its geographic position is also strategic, making it ideal for hubs and manufacturing plants. Beyond pharmaceuticals, Merck is also involved in life sciences. After COVID, there was a huge push to deliver the technology needed for producing biologic drugs globally. Being able to supply that kind of technology from Colombia is also very important. What we are seeing in Colombia is just another crisis, and it will pass. Merck will still be here when the healthcare system is rebuilt and the country recovers. We are committed to staying and being part of that future.
EF: Could you share which therapeutic areas you are currently focused on and how geopolitical factors influence your work in these areas?
CR: When we talk about medical solutions, one thing I appreciate about Merck is how diverse our product portfolio is and how committed we are to every part of it. Unlike some top research and development companies that often stop investing in basic or established treatments, Merck stays committed to all areas in which we work. This covers primary care, hypothyroidism, endocrinology, oncology, neuroimmunology, and fertility, with global leadership in the majority of these areas.
In our specialty division, we are especially focused on supporting patients with cancer, neurological conditions, and immune disorders. Starting with oncology, we offer treatments for colorectal, urothelial, and head and neck cancers. We also recently acquired a company in the United States called SpringWorks, which adds strong potential to our pipeline. Oncology is a priority area for us, and we consistently strive to develop either the first option of its kind or the best available. With this new acquisition, we are now both first in class and best in class, which is something we are very proud of. Having a strong pipeline is crucial for continued growth and sustainability. For oncology, we are on the right path, and you will hear more from us soon.
Another area we are strongly focused on is immunology. For example, lupus is a complex autoimmune condition for which more effective and personalized treatments are still being developed. Most patients receive general therapies that are not tailored specifically to their needs. We are deeply invested in researching lupus and are seeing promising results in both Phase 1 and Phase 2 trials. In Latin America, and particularly in Colombia, we are at the forefront of lupus research. Colombia has the highest number of patients enrolled in these clinical trials, which is incredibly important for advancing treatment options in the region and helping those living with lupus.
EF: How do you share your passion and help your team feel the same way about the work you do?
CR: Leadership is one of the topics I have studied the most, especially because my career moved quickly early on, and I found myself leading teams at a young age. Over time, I learned not to chase perfection but to focus on improving a little each day. One of the most significant lessons has been the importance of inspiring others by setting a good example. A good leader needs to be consistent in their thoughts, actions, and presence for their team. That mindset is something I bring to my leadership style and something we strive to instill in the culture at Merck. We focus on what matters most, which is our patients, and work hard to create a culture that people truly experience, not just something we discuss in presentations or meetings. I am lucky to be part of a positive company environment, but I also understand that culture can vary depending on the leadership at each location. That is why I take my role seriously. A leader has the power to affect people’s lives, either positively or negatively, sometimes for a long time.
My goal is to foster a strong local team culture that extends to every level, not just those who interact with me directly. I tell my team, “What you experience from me is what I hope you pass on to your teams.” Whether it is the level of accountability, the positive energy, or the sense of fun we have, I want it to be shared throughout the organization. For example, I also like to bring that energy into our strategy. As I manage operations in Colombia, Ecuador, and Perú, we face significant volatility. Plans can change overnight depending on what is happening in the country. To help us stay on track, we created a theme for the year: Fast, Focused, Flexible, and Fun. Fast means we must react quickly to changes and deliver solutions without delay. Focused means being clear on our priorities and avoiding distractions.
Flexibility reminds us to stay open-minded and adaptable, even in a highly regulated environment. And Fun is about remembering to enjoy the work and be kind to each other, because in times of crisis, a good team spirit is essential. We also take culture seriously through actions. One way I stay connected is by having one-on-one coffee chats with every person in the organization throughout the year. Whether someone works in sales, logistics, or IT, I want to hear their perspective. These conversations help me understand how they are experiencing the culture and how I can better support them. I see my role not as someone the organization serves, but as someone who serves the organization. This approach is working. Even in tough times, I see my team engaged, motivated, and giving their best. That tells me we are moving in the right direction.
EF: What are the three key decisions Colombia should make today to build a healthier and stronger country by 2030?
CR: First, we need to have a serious national conversation about healthcare funding. It is essential to define how resources will be allocated to ensure proper support for the system. Without financial clarity and sustainability, no model can succeed.
Second, there needs to be agreement on the structure of the healthcare system itself. The government cannot define this on its own. All key players in the healthcare sector must be part of the discussion to decide what the ideal system should look like and how we transition to it. Currently, the government is attempting to replace the existing system with something entirely different, without a proper transition plan in place. You cannot simply switch off one model and turn another on. It requires careful planning and collaboration.
Third, we need stronger oversight. In the past, Colombia had a well-regarded healthcare system, but it was weakened by corruption and mismanagement. To move forward, we must put controls in place to make sure that every peso allocated to healthcare reaches the patients and serves its intended purpose. Without transparency and accountability, even the best-designed system will fail.
EF: If you could challenge the healthcare sector in Colombia on one issue, what would it be?
CR: Many people assume that issues like aging populations or low fertility rates only affect developed countries. But what is happening in Latin America, especially in Colombia, is surprising. The birth rate has dropped significantly over the last 10 years. Right now, the average number of children per woman is around 1.1, a figure that is clearly below the population replacement level. That is a big concern, and it is happening fast. Fertility is often seen as a luxury or something only wealthy people can afford, but governments should take this seriously. It is not just a medical concern. It is about the long-term future of a country. On one side, we are still dealing with issues like preventing teenage pregnancies and improving education for young women.
On the other hand, the people who are key to the country’s economic future are having fewer children or delaying parenthood until it is too late. This creates a huge challenge. Fertility preservation should be something that young people consider, but currently, it is often treated as a luxury. I have even had this talk with my own family. I am the youngest of four sisters, and we are trying to explain to our nieces that preserving their fertility at a younger age might be something to think about. It’s not about rushing into motherhood, but about giving yourself the option later in life. The truth is that biology has not kept pace with modern lifestyles. Women are still biologically best equipped to have children in their early twenties, but many of us are focused on building careers and relationships first, and only consider motherhood much later. This mismatch is something that society and governments need to acknowledge and address more seriously.
Aside from fertility, another challenge we must tackle is the early diagnosis and treatment of serious illnesses. There has been a significant focus lately on preventive and restorative healthcare, which is commendable. But prevention is not just about eating well or exercising. It also includes regular checkups, early screenings, and genetic testing to detect conditions like cancer or other life-threatening diseases early on. So, we still have a lot of work to do in these areas. We need to create more awareness and encourage people and governments to invest in both reproductive health and early medical diagnosis to truly improve public health outcomes.
EF: What three pieces of advice would you give to a young Latin American woman aspiring to build a successful career in the healthcare industry?
CR: Let me share something meaningful that came from a recent experience. There is a wonderful program from a Spanish institute called Chicas Imparables. We brought it to Colombia this year. It is aimed at girls between the ages of 15 and 18 who are beginning to consider their future careers or starting their own businesses. It is a leadership program, and I had the opportunity to sponsor its first edition in Colombia, where I was invited to give a talk. Honestly, it was the most difficult speech I have ever given in my life. My 15-year-old niece was in the audience, and the conversation was centered on what I would say to my 15-year-old self. It became a very personal reflection. I want to share the three pieces of advice I offered that day.
The first one was this: your only real competition is yourself. It’s not about being perfect; it’s about trying to be a little better each day. The second was: you can train your mind to grow. You do not have to be born naturally gifted in a subject like math or sports. If you are disciplined and have the will to learn, you can achieve anything. And the third was: you are not a victim of your story; you are the main character in it. You have the power to shape your path, no matter what your past looks like.
These are the messages I wanted to leave with those young women. They are the same things I wish someone had told me when I was that age. I may not have been fully ready for that talk, but in the end, I was.
