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EF: When we last met, you were the Country Manager of Colombia. Now, as the newly appointed Head of North Latin America, could you share your mission for the region?
JA: Our mission is to uphold our legacy and close the existing gaps in the healthcare system. We aim to become integral partners in enhancing treatment levels, knowledge dissemination, and patient pathways across various diseases.
We are particularly excited about four products in our global portfolio. Among them is a groundbreaking treatment tailored for the mutated genetic variant of ALS, a condition affecting only 2% of patients with the disease, who previously lacked access to therapies. We are collaborating with global teams to ensure that Mexico is prioritized for the launch of this product.
To further address the unmet needs in rare diseases and raise the standard of care, we recently acquired Reata Pharmaceuticals, a company that developed the first therapy option for Friedreich’s Ataxia (FA) a Rare Disease, recently approved by the FDA.
Additionally, we are actively working with global teams in other therapeutic areas, such as Alzheimer's disease. Given the aging population, Alzheimer's is a crucial public health issue for the healthcare system.
Lastly, Biogen has been involved in the development of a treatment for postpartum depression. This product has already been launched in the US, and we are currently in discussions about bringing this innovation to Mexico.
EF: Mexico has a fragmented healthcare system. How do you ensure that your new therapies reach the right patients?
JA: Mexico faces challenges due to its fragmented healthcare system and the globally increasing cost of care. Biogen aims to address these challenges by partnering with other stakeholders in the healthcare ecosystem. Our cost-effective treatments have demonstrated the ability to reduce hospitalization rates, particularly for children in the ICU. Early intervention can lower disability rates and future expenses. I would also highlight Biogen’s commitment to building partnerships based on ethics with all our stakeholders.
To close healthcare gaps, we advocate for value-based conversations, idea exchange, and piloting programs. In Mexico, where only a small percentage of the population has access to private medical insurance, we work closely with the government to broaden access. By showcasing the value of our treatments, identifying disease burdens, and engaging ethically with key stakeholders, we aim to increase awareness and accessibility.
Furthermore, Biogen creates value through patient support programs, recognizing the social and economic burdens of diseases. These programs offer knowledge and guidance to patients and caregivers, alleviating certain burdens associated with navigating the healthcare system.
EF: What is the best strategy to shift from a volume-based market approach to a value-based one?
JA: Addressing orphan or rare diseases requires a comprehensive strategy beyond product sales. It involves guiding patients throughout their journey, collaborating with authorities to bridge gaps, and empowering healthcare professionals with enhanced knowledge and approaches to disease management, all on the basis of respect, mutual understanding, and ethics.
In multiple sclerosis, we have had a presence for over 25 years and remain committed to advancing in this space. Last year, we introduced a subcutaneous version of one of our established products for the inactive form of multiple sclerosis. This shift from intravenous to subcutaneous administration offers patients a more convenient treatment option and alleviates hospital capacity constraints often found in public hospitals. Feedback from physicians shows that our subcutaneous treatment has enabled them to free up intravenous infusion capacity for other treatments. This demonstrates our commitment to supporting the entire healthcare ecosystem, benefiting patients, doctors, and hospitals alike.
We pioneered spinal muscular atrophy (SMA) treatment in Mexico five years ago. Our approach involves treating patients by identifying global best practices to improve outcomes through a multidisciplinary approach.
EF: What do you think distinguishes Mexico from other countries in LATAM? How would you rate the country’s potential as an innovation hub?
JA: Mexico has healthcare professionals with high levels of expertise and hospitals with world-class infrastructure. With a shared commitment to leaving a positive legacy, these capacities present an opportunity for collaboration among physicians, universities, and patient associations. Together, they can reshape the healthcare landscape in Mexico and Latin America.
Mexicans have an innovative spirit. At Biogen, we take a proactive approach and leverage the team to foster new solutions to complex healthcare challenges. By joining abilities and skills, we can drive innovation in Mexico, going beyond addressing patient needs to create a lasting impact in the healthcare sector.
We envisioned two ways to bring innovation to Mexico. One is through clinical trials. Mexico is currently participating in clinical trials for established products and innovative molecules we have in the pipeline. We received global recognition for our patient recruitment efforts in certain diseases, showcasing our strong capabilities and capacity to conduct such trials worldwide.
The other way to bring innovation is by approaching complex business problems innovatively.
EF: How is Biogen incorporating new digital technology and AI to streamline its operations and raise local capacities?
JA: We are adopting digital solutions in many different ways. One of the local examples of how the company incorporated this kind of innovation is our “Lumbar Injection Simulator”, LIS, which is a specialized training device to facilitate the intrathecal administration of our SMA treatment, to reduce adverse events. Using augmented reality and Hololens technology, LIS enables doctors to enhance their skills without risking patient safety. We are using the model here in Mexico and bringing it to Colombia and Argentina, while our Asian peers are also interested in adopting this training tool.
Internally, we are also using technology for medical education. Via our web, we are creating assets to facilitate the availability of clinical information and instruction about the use of our products.
To the public, Biogen Mexico was one of the pioneers in the launch of CLEO, an app for the multiple sclerosis community, that allows doctors and members to learn more about how to live with this condition.
In Colombia, Biogen also developed a diagnosis algorithm that uses artificial intelligence to read medical records and identify patients who may have a condition like SMA. We are trying to leverage that knowledge and bring that innovation to Mexico.
Globally, we have several examples of digital technology or digital innovation. We have Physio.me, a digital platform that provides an at-home, tailor-made physiotherapy program for people living with neuromuscular diseases. We also have Konectom, a digital biomarker platform used to assess neurological functions remotely and track the evolution of a patient that may have, for example, Parkinson’s.
EF: As you grow your team in Latin America, what skills do you look for, and how do you attract people to the company?
JA: We are currently prioritizing areas with significant unmet needs, giving employees the opportunity to make a meaningful impact in the Mexican healthcare landscape. At Biogen, we foster a familial atmosphere, promoting collaboration across functions to develop and execute strategies effectively. Our cross-functional approach is key to addressing all business challenges in our country.
As a pharmaceutical company, we offer a range of benefits, emphasizing inclusivity and diversity. Our recent launch of paternity leave demonstrates our commitment to supporting diverse family dynamics and fostering an environment of respect and inclusion for all employees.
EF: Finishing your second year at Biogen, what achievement are you most proud of?
JA: Our recent organizational transformation has made our company more sustainable and enabled us to introduce new developments and assets to the market. This transformation is about creating a better future, where we serve more patients and close gaps in our healthcare ecosystem. When I joined two years ago, the journey for SMA patients took over a year; now, it only takes a few weeks for diagnosis and treatment, significantly improving patients' lives. This transformation is organizational but also cultural, impacting the entire market.
EF: Do you have any final message you want to deliver to our audience?
JA: I want to emphasize the importance of building alliances in response to the fragmentation within our healthcare system, which often leads to overlapping efforts and inefficiencies. Biogen strives to improve patient access and outcomes by collaborating with payers and government entities, on an ethical and mutually understanding basis. Our commitment is strong, and we believe in having the patient at the center of everything we do.
We also need to partner with scientific societies to exchange knowledge and help hospitals create the proper conditions for patients to be treated in the way they deserve. We must extend our efforts beyond payers and ensure they understand the therapeutic value of our treatments. It is important for them to realize how economic considerations influence decisions regarding patient access. Payers need to recognize that health is not merely an expenditure but a strategic investment.
