Purpose at the Core of Business: Interview with Albert Cortada - Managing Director, Spain and Portugal, Ferrer

Meeting highlights:

• Regional Management: Albert Cortada’s mission when appointed as Country Manager of Ferrer in Spain & Portugal. 
• Evolving Portfolio: Ferrer is transitioning from primary care to specialized hospital products focused on rare and underserved diseases, expecting approval for Huntington’s Disease. 
• Market Access & Innovation in Spain: The need for faster access to innovative treatments in Spain, noting the contradiction between being a leader in clinical trials and slow market availability. 
• Talent, Purpose & Company Culture: Ferrer recruits talent aligned with its values and purpose, emphasizing coherence between business and social impact. 
• Social Responsibility & B Corp Leadership: Ferrer is the highest-rated B Corp pharmaceutical company globally, with over 50% of profits reinvested into social and environmental initiatives. 

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EF: Becoming a regional manager has set a new mission for you. What does this mean for the company’s strategy, and what goals have you set for yourself in this new role? 

AC: When our general manager in Portugal retired, we had to rethink our structure. The Iberia model, which combines Spain and Portugal, is common in the industry, much like the Nordics or other regional clusters. In our case, two key points are essential to understand. First, Spain and Portugal share clear cultural similarities, offering opportunities for collaboration through coordinated management. However, they are also distinct markets with their own specific dynamics. Some companies choose to merge their operations into a single organization, but we’ve taken a different approach. We are expecting to launch new products in the near future. Some are under development, while others are awaiting EMA approval. In this context, fully merging the two markets could create complications. Timelines, pricing, and reimbursement processes differ between countries, and combining them could risk our ability to bring access to our products to as many patients as possible. I serve as general manager for Spain and also for Portugal, holding both roles simultaneously. This setup creates synergies, particularly in transversal areas like digital transformation, business excellence, and medical care. We are using this model to be more efficient while still respecting the uniqueness of each market. Our goal is to get the best of both worlds. We want operational efficiencies where possible, but also the flexibility to fully capture the potential of the Portuguese market. It is not just about structure; it is about being future-ready by combining global alignment with local focus to seize the opportunities ahead. 

EF: Ferrer is moving into underserved and rare diseases. What can you share about new launches, and how will they shape Ferrer’s strategy for rare diseases, particularly in terms of affordability and access? 

AC: The company transitioned from a primary care, retail-oriented model to one focused on specialized, hospital-based products. It was a bold and risky move, especially given that our size doesn’t compare to that of larger global players. Still, within our means, we've steadily advanced this vision. 

We currently have an asset that has completed development and is undergoing EMA evaluation. This product for Huntington’s disease reflects our strategic focus on rare diseases, particularly in the respiratory and central nervous systems. If approved, it would be the first product that truly embodies the direction we’ve been building toward. 

With our pridopidine molecule, we are now waiting on regulatory evaluation. What makes it even more exciting is its potential beyond Huntington’s; it’s also being studied for conditions like ALS. We’re hopeful not only because of what it could potentially offer people living with Huntington’s disease, where current treatments are only symptomatic.. 

A few years ago, we also signed an agreement for another molecule targeting progressive supranuclear palsy, another rare condition. That molecule is now in Phase II of development. The PROSPER study began in September 2024, and although results will take time, we’re optimistic. All of this is fully aligned with the strategy we committed to years ago. We continue to maintain our primary care portfolio, which remains stable, but our focus going forward is on these specialized areas. With a bit of luck, by the end of the year, we’ll have the first major results from this new phase. 

EF: How can European self-sufficiency be pushed forward? And how can companies like Ferrer contribute to a more resilient supply chain and better innovation, strengthening not only Spain’s but also Europe’s health ecosystem? 

AC: One of the main objectives of Spain’s pharmaceutical strategy, developed in collaboration with the government, is to prioritize innovation. Yet, according to European studies tracking patient access to new medicines post-approval, Spain ranks among the slowest. This is an issue we’ve consistently raised. With the current legislative changes, one of our top priorities is to address this matter. Significant investments are being made to address unmet needs, particularly in rare diseases and small patient populations. But without government support to ensure that innovation reaches patients, the business case weakens, and companies stop investing in these areas. That would be a loss, especially for patients with no alternatives. 

Of course, not everything can or should be reimbursed. Over time, prices are expected to decrease, and generic alternatives should enter the market. But access decisions shouldn’t be driven solely by cost-containment. We need balance, ensuring both access to innovation and long-term sustainability. Without it, patients suffer, and the system fails on both fronts. That’s why we continue to push for change. 

A few years ago, the Spanish government made important progress by simplifying the process for launching clinical trials. Now, Spain is a leader in this area across Europe. But it’s a paradox: we lead in clinical trials, yet we’re among the slowest in granting access to those innovations. We’re trying to help the government see this contradiction. If we want investment, especially from multinational companies, we must ensure that innovation reaches patients. 

There’s growing awareness in Spain about the need for pharmaceutical autonomy. Ensuring consistent access to medicines is essential. In the past, production was outsourced globally due to cost reasons. Now, there’s a governmental push to bring manufacturing back home, and we support that. It creates jobs, builds autonomy, and strengthens the broader pharmaceutical ecosystem. A strong affiliate doesn’t exist in isolation; it connects production, research, clinical trials, and more. 

Our economy has long depended on tourism, but many talented, highly educated people leave to find work abroad. We’ve discussed with the Spanish government how the pharmaceutical sector could offer a real alternative: high-quality jobs, long-term careers. If companies and the government collaborate, Spain could become a leader in the pharmaceutical sector at the European level. Spain already hosts around 170 pharmaceutical production facilities, one of the largest networks in Europe. That translates into highly-qualified jobs, economic growth, and long-term value. What we need now is deliberate, coordinated action between industry and government.  

EF: Ferrer moved into rare diseases. How is that shift reflected in your workforce? What skill sets are becoming more relevant? 

AC: When we talk about using our business to fight for social justice, there are many ways to act—through projects, initiatives, and programs. But where it really counts is in the business strategy. We could commercialize a “me too” product, generate profit, and fund social work. But when the products we develop bring real benefits to patients, that’s true alignment with our purpose. 

That is why we have chosen to focus on this space. It is more difficult, especially for a company like ours, with limited resources, but if we succeed, we can be genuinely proud. Take Huntington’s disease. If we bring a treatment that changes its course, that would be transformative. That is the kind of impact we are working toward, not just licensing a blockbuster drug to maximize profit. Of course, revenue helps fund social work, but when purpose drives the core business, the impact runs deeper. 

As we shift from one type of portfolio to another, the kind of talent we attract is evolving too. We’re embedding coherence across everything—creating new roles, such as people who manage relationships with patient associations or design better patient support programs. Living with a rare disease is incredibly hard, and we want to help improve that experience. These efforts are now part of our DNA, and the people who join us believe in them. 

There are many companies and many kinds of professionals. It is not about good or bad. It is about fit. We spend so much of our lives at work, and it matters to feel aligned. That is why we invest heavily in recruitment, not just to fill a role, but to ensure people feel at home from day one. When someone tells us, “I feel like I have been here forever,” we know we have done it right. Skills and experience matter, of course. But we place just as much importance on values. “Great people” is a core pillar of our strategy. It means that we promote a people-centred culture based on trust and accountability, in which talent thrives. It is not just about growing the team. It is about strengthening a culture rooted in purpose. 

EF: Ferrer has become the world´s highest-rated B Corp pharmaceutical company. What are some of the social initiatives that define the essence of the company? 

AC: Last year, we were audited by Deloitte and found that over 50% of our profits go toward donations or social and environmental impact initiatives. But we don’t see those efforts as the ultimate goal; they’re the result of a broader vision. We’ve earned certifications like LEED for our buildings, EcoVadis for our suppliers, and B Corp status. But for us, it’s not about ticking boxes or marketing; it’s about being genuine. These recognitions should reflect what we’re already doing, not serve as a strategy to look good. Some time ago, we made a decision: no more promises. We don’t talk about what we will do, only about what we’ve already done. It’s about showing real actions, not future commitments. 

Take our operations in the Barcelona area. We have urban gardens where we grow vegetables, industrial kitchens that prepare meals with them, and a distribution network that delivers food to unhoused people. Our own employees do this work during paid hours, not on weekends, not as volunteers, but as part of their regular job. This year alone, we’re providing around one million meals, about 4,200 every day. At Ferrer, our purpose isn’t something separate from the business. It’s part of our everyday work. 

Even with AI, we’re mindful of its environmental footprint. We’ve run internal awareness campaigns and are committed to using them ethically, not just for convenience. That mindset applies to everything we do, including our portfolio strategy. Business development knows that every pursuit must align with our purpose. Same goes for admin roles, it’s not just about operations; it’s about making small, responsible choices. It’s about being coherent, and that coherence has to reach every layer of the company, from production to admin to the CEO. No matter our role, we’re all aligned around the same purpose. That’s what surprises people when they join Ferrer: it feels different. It’s something truly special.