Read the Conversation
Meeting highlights:
- Torrent Pharma is expanding its local presence across Colombia, Chile, Peru, and Ecuador to reduce its reliance on India, enhance market understanding, and directly address regulatory and patient needs.
- Generics play a vital role in increasing access and financial sustainability, especially in Colombia's constrained healthcare budget. Rodrigo emphasizes the importance of quality and trust-building.
- He leads with a startup mindset, promoting adaptability, cross-functional collaboration, and a "fail fast, learn fast" culture to build agile, purpose-driven teams from the ground up.
- Healthcare transformation requires multi-sector collaboration, extending beyond the pharmaceutical sector, to encompass diagnostics, nutrition, and societal actors, with a focus on transitioning from reactive to preventive care through incremental goals.
- Rodrigo Pavez’s leadership is rooted in creative problem-solving, drawing on diverse industry experience to adapt tools like disease mapping and customer engagement from diagnostics to pharma, creating value through tailored, integrated solutions.
EF: What attracted you to join Torrent?
RP: Each company and person brings unique value to different healthcare systems and the country as a whole. In my previous job, the companies I worked with developed innovative products that made a real difference for patients, especially in cases where there were no solutions or only limited progress.
At Torrent, the focus is different. Currently, I’m helping more people get access. It's a different angle, not a competing one. When other approaches come together, the impact can be bigger. And that matters, especially here, where we have to work with tight healthcare budgets. Colombia has a robust healthcare system, especially compared to others in the region, but we're currently under pressure. Having more affordable therapies can go a long way in helping more patients and improving overall access to care.
EF: What are the current priorities on your agenda for 2025 from a Torrent perspective?
RP: My idea is for other companies to start moving things forward, and we’re currently in that stage. This is happening because we’ve got elections coming up next year, which means a change in government. We still don’t know what direction things will take, so there’s a lot of uncertainty at the moment.
I view uncertainty as an opportunity. If you can read the signs and anticipate what might come, you’ll be better prepared. That puts you in a stronger position. It’s like preparing the soil and getting ready now so you can grow when the time is right.
EF: What is the strategic significance of Colombia and the wider Andean region to the company?
RP: Our region still has room for growth. There's space for more companies to enter, compete, and offer additional solutions to patients. While healthcare systems vary from country to country, there are some similarities. Still, each one is unique, and it can be hard to explain exactly how our system works. That said, we're seeing progress in reducing dependence on India. Our presence is already stronger in places like Brazil and Mexico, and the goal is to expand it to other countries, such as Colombia, Chile, and the main Andean nations.
We already have some experience in Chile through certain distributors; however, having your own Sales team makes a significant difference. It provides you with a better understanding of what's going on and helps you deliver more tailored solutions. In Chile, for example, we already have several approved products, and we're now starting operations. The regulatory agency there tends to be more efficient than Colombia's, which makes it easier to get started. Colombia, on the other hand, is a more challenging market, particularly in terms of health regulations. INVIMA, the agency in charge, is dealing with a major bottleneck not just for us but for every company.
We're trying to explain to the government that this backlog makes it extremely difficult to plan. You don't know when you'll get approval, so product launches are delayed. Sometimes, you're told it will take a year or more before you can even begin production or imports. If that process could be expedited, it would benefit everyone, including the government, by bringing more solutions to market faster. In the meantime, we must work with what we have, despite the long delays and uncertainty surrounding timelines.
EF: Could you elaborate on your portfolio?
RP: We’re currently focused on several therapeutic areas in Colombia: central nervous system (CNS), cardiovascular, diabetes, and oncology. Each one has its way of working, shaped by the nature of the products and the diseases themselves. The goal is to establish more partnerships with various companies, enabling us to offer a broader range of solutions. We plan to implement a full disease management approach in each of these areas. That kind of model benefits patients because it offers support at every stage of treatment. It also makes us a stronger partner, more competitive, and more reliable when it comes to delivering consistent access to the products people need.
EF: How important are generics to the Colombian healthcare system, and more importantly, do you think the Colombian system recognizes the value of generics?
RP: People started recognizing the value of generics years ago, but back then, they had a reputation for being of low quality, which significantly hindered their adoption. The truth is, the quality just wasn't where it needed to be. But things have started to change. Patients are noticing the difference now. That's why it's so important for us to focus on producing high-quality products that deliver the same clinical results as the originals. That's our baseline: if a product isn't just as effective, it's not good enough. Now that better generics are entering the market, both the healthcare system and the public are paying more attention. We do not depend solely on innovative treatments either. There is still some bias surrounding high-cost products, especially biologicals, but the mindset is shifting. It's now up to us to continue building trust by offering reliable, high-quality options that genuinely help patients at a lower cost.
EF: How are you attracting and retaining the best talent that the region has to offer?
RP: This is the third startup I've founded, so I've developed a well-defined startup mindset. I bring in people who can work in a small, commercial setup; unlike big pharma, where everything is mapped out and process-driven, startups are often messy and chaotic. Many things are still unclear. That means you must focus on two key aspects: knowing what to prioritize and being adaptable as circumstances change. Plans change constantly, so you need to adjust based on where things are heading. You also need to be open to learning about areas outside your expertise. For example, someone in a commercial might encounter regulatory delays and not understand why things aren't moving forward. But with some curiosity and cross-functional insight, that same person might help move things forward by asking the right questions or reframing the issue.
I always tell people honesty is key. In a startup, you might have the tools and tech, but you're still going to be pushed out of your comfort zone. You'll face situations where you have no idea what's going on, and that's okay. You'll ask questions, learn fast, and, in doing so, start connecting dots you couldn't see before. That kind of growth, both personal and business, is what sets this experience apart.
One of the things that's helped me throughout my career is being able to understand and connect the dots across different areas and concepts. That gives me a full picture of how things work. When something starts to go off track, I can already see how it will affect other parts of the business. That kind of broad awareness is useful because it helps you develop into someone who can do more and contribute more.
So far, no one has left the team, and I take that as a good sign. This is a one-time opportunity, and culture plays a huge role in that. I've always believed that culture can kill a good strategy. You can have the best plan, but if the culture isn't right, it won't work. Strategy and prioritization are crucial, but you also need a culture that allows you to adapt and make changes when necessary. Some people struggle with that. They want to finish one thing before starting something else. That doesn't always work in this environment. I hire people with well-rounded profiles, those who can move across different areas, rather than those who are too fixed on the process. Of course, in regulatory roles, process matters more, but even then, I encourage a mindset that's flexible and open.
If someone brings a different perspective, that's a strength, not a distraction. They can still follow the process, but they're not stuck in it. They're able to think beyond the task at hand. This is also a culture of challenge. If I say something that's off, I expect my team to speak up and correct me. The goal is for people to bring their ideas forward without fear of being punished because the truth is that failure is inevitable. What matters is failing fast, learning quickly, and moving on without losing momentum. We discuss openly what went wrong and who was involved, not to blame, but to understand what was learned and how to avoid the same mistakes in the future.
EF: Could you further expand on this from a leadership perspective, especially as this is the third start-up?
RP: I’ve done this a few times now, and each experience has been different. At Astellas, for example, I worked across two departments and was involved in setting up operations in Mexico. I helped with the office setup there and later went on to open offices in Argentina and Chile. This is the third time I’m going through this kind of process, and the contrast between companies is striking. Japanese companies, such as Astellas, are highly structured. Everything is process-driven and planned in detail, and only then do you move forward. Here, it’s a different story. There’s less structure, so things can feel a bit chaotic. You have to get things moving and then rally people to align as you go. It’s more about pushing in the same direction as things unfold.
EF: What are you most excited about?
RP: Many things keep me going. I think part of it is that we’re building something that bears my stamp. I can look at it and say, This is mine. I enjoy making decisions, taking risks, and pushing things forward. That kind of pace excites me. I have a lot of energy, so I tend to move fast, stay enthusiastic, and take on a lot. Sometimes, I need to slow down, and that’s where balance comes in. You need people who stick to the process and keep things moving steadily. At the same time, you also need people who question things, who look at how things are done, and ask, Can this be better? That kind of curiosity and edge is essential.
Sometimes, things don't go as planned, especially with sales teams. Motivated salespeople are crucial because their top complaint is usually, 'We don't have the product, and it will arrive late.' This happens everywhere, no matter the company. Honestly, I never thought I'd be in a situation where a company runs out of stock or can't deliver on time, but it happens.
This is something you need to consider: how will you handle it and build upon it? Many of the challenges stem from the commercial side. When speaking with customers, are you transparent with them about potential issues or delays? How do you work together to find a way forward? It is more than a solution offering. It's about creating a true partnership with customers. Ultimately, customers will come to you seeking solutions because they trust you. For example, in one of my previous roles, people began to trust me beyond just the products. They asked for my ideas on how to develop their labs, things that had nothing to do with the product itself. They valued my approach and insights in building solutions. Once you become that trusted advisor, it's a no-brainer that they won't switch to someone else. Such a commercial relationship is incredibly valuable.
EF: How can we bring together diagnostic, preventive, and collaborative approaches, and what do you think are the necessary steps to create a sustainable healthcare model in a country?
RP: I believe that moving toward prevention is the right approach, although it’s a long-term goal. What we’re missing right now is that big step. When I set big goals, I don’t focus only on the peak of the mountain that’s overwhelming. Instead, I like to break it down into smaller steps: what needs to happen first, second, and so on. I believe that’s where we fall short because healthcare tends to be very reactive. We treat diseases after they appear, but we don’t consider the broader context. Shifting to a preventive approach is the best path forward.
We need better integration across different parts of the healthcare system, particularly in areas such as nutrition and diet. Currently, nutrition support is offered to patients with conditions such as cancer or malnutrition. That is reactive rather than preventive. For me, it’s essential to establish clear goals for this new model and work collaboratively as a team. That team should include pharmaceutical companies, diagnostics companies, nutritionists, and others who aren’t always considered part of the healthcare industry. The focus is on physicians, healthcare providers, insurance, and pharmaceutical companies, but we need to bring in more diverse voices. This is bigger than just healthcare. It’s a societal issue. Therefore, we need to involve all key stakeholders and determine how to move forward together. The shift from reactive to preventive care will make a significant difference because prevention covers a broader range of issues and reaches more patients before problems escalate.
EF: When you complete five years, how would you like to be remembered as a leader?
RP: In five years, I want to have full operations running smoothly across all four countries. The goal is to attract the best talent to the company, regardless of their location. However, companies need to start embracing the idea that while the country matters due to its operations, other factors should also influence how we work.
In the pharmaceutical industry, we’re behind. Many companies already have employees working for them worldwide. That kind of diversity brings fresh ideas and perspectives you can’t get when you focus on only one country. This will open the door to a regional patient approach that’s practical and informed by knowledge of each country. I’m from Chile and have experience with diagnostic devices, medical devices, and pharmaceuticals.
On a personal note, I have a passion for reading. One of my favorite books is Messy: The Power of Disorder to Transform Our Lives by Tim Harford. The book discusses how processes can become messy and disorganized. When things get chaotic, you need to find new ways to handle the situation and devise solutions that differ from the usual ones. This topic has brought significant value in both my professional and personal life. This is especially true for startups, where you have to come up with creative answers instead of relying on what’s been done before.
For example, we’ve been working in three therapeutic areas. One thing I’ve done well in diagnostics is something called fill the channel. The basic idea is this: you have an analyzer that can run a certain number of tests, but perhaps you only have a thousand tests available and are currently using only 500. That means the analyzer isn’t being utilized to its full capacity, and you’re missing out on potential sales. So, filling the channel means making sure the analyzer is used to its full capacity.
In the pharmaceutical industry, my role involves portfolio management for disease management. If I have one drug for a therapeutic area, I bring in all the drugs needed to cover that disease fully. This way, patients have complete coverage. That’s my version of the fill-the-tunnel strategy.
Breaking these patterns is important. Another example is diagnostics, which is stronger than pharma in some ways because it involves direct customer engagement. You get to interact with customers and better understand their needs, and it’s not just about pushing products. Sitting with customers and helping them find solutions also enables you to support them more effectively. That kind of approach matters. You can make generic drugs, but you can’t create generic solutions for every problem.
