Read the Conversation
Meeting Highlights:
- Innovation, Patient-Centricity, and Talent: BMS Latin America is a hub for groundbreaking solutions, strongly committed to improving patient outcomes, and is a talent incubator that nurtures professionals for global roles.
- Transforming Lives Through Science: Innovation in breakthrough medicines across oncology, cardiovascular, immunology, and neuroscience drives BMS’s vision, with 10 potential new drugs and 30 new indications expected in the next five years.
- AI & Digital Transformation in Pharma: AI is accelerating drug development, reducing clinical trial report management time by 75%, and enhancing disease awareness, diagnosis, and digital engagement with healthcare professionals and patients.
- Collaboration & Investment for Healthcare Growth: BMS collaborates with governments, payers, academia, and patient associations to drive patient-centric solutions. Global Initiatives like All.Can improve cancer care, while studies show that every dollar invested in healthcare yields double in economic return. Addressing access gaps and equitable funding remain priorities.
- Growth & Innovation in Latin America: Expanding beyond oncology, BMS is strengthening its presence in cardiovascular, hematology, immunology, and neuroscience positioning Latin America as a key growth driver.
- Leadership & Advice for Young Professionals: Passion, thinking big, and preparation. It is important to encourage young professionals, particularly women, to pursue their ambitions without limitations, stay resilient, and surround themselves with a strong support network.
EF: What drew you to BMS, and what goals have you set for yourself and the region in your new role for LATAM?
CL: I was drawn to Bristol Myers Squibb (BMS) for its strong culture, patient focus, and scientific innovation.
Since innovation is at the core of our industry, fostering a culture of continuous development is key to my leadership in Latin America. BMS has been recognized for the groundbreaking treatments we have introduced in the region.
Patient-centricity is another defining trait. We always keep patients at the center of our decisions, ensuring their needs drive our solutions. Every meeting begins with a patient story, reinforcing our mission and reminding us why we do what we do.
BMS Latin America is also a talent incubator. We have a highly motivated team, and over the past two years, more than 30% of our employees have advanced in their careers with a concrete development opportunity such as a promotion. Over ten colleagues have transitioned to global roles, demonstrating the strength of our talent pipeline. Developing skills and fostering growth remain at the heart of what we do. Diversity and inclusion are equally important. Every program we implement serves diverse patient populations, and we ensure our workforce reflects that same diversity. But inclusion goes beyond representation—it is about making sure every individual is heard, valued, and empowered to succeed.
Agility is another critical focus. Healthcare is constantly evolving, and we must be ready to adapt, make data-driven decisions, and pivot when needed.
Finally, ethical leadership is fundamental to BMS and aligns with my values. Upholding the highest standards of integrity and responsibility is non-negotiable—it defines who we are and how we operate.
EF: As technology advances, substantial investments are being made in cell and gene therapies to provide more personalized care. In a region with significant healthcare gaps, how is this innovation reaching Latin America, and how can we expand access to complex, cutting-edge medicine?
CL: At BMS, our shared goal is transforming patients’ lives through science. Innovation is driven by our strong pipeline. We are dedicated to developing life-saving treatments for patients facing life-threatening conditions, ensuring they receive timely and effective care where medical needs are greatest.
In Latin America, BMS has been at the forefront of oncology innovation. A decade ago, melanoma patients had a life expectancy of just six months; today, some are surviving beyond 10 years. We are now entering a new phase, diversifying our portfolio and expanding into new therapeutic areas to bring even more innovation to patients.
We are advancing in cell therapy, immunology, cardiovascular disease, and, more recently, neuroscience. After launching our neuroscience portfolio in Puerto Rico, we are working to expand it across Latin America. Looking ahead, we anticipate introducing 10 new molecules and over 30 new indications globally by 2030. Our commitment to bringing innovation to patients in Latin America remains unwavering.
The best science is meaningless if patients cannot benefit from it. Access is at the core of our strategy, and we must lead discussions on regional innovation and investment. A FIFARMA study revealed that only 13% of Latin American patients have access to innovative cancer and rare disease treatments—just one in 100 patients. Addressing this gap is critical. That is why every BMS product is backed by an access plan to ensure patients who need our treatments can obtain them.
In Latin America, we are implementing innovative access models. In Colombia, for example, we have a cost-sharing program for lung cancer treatments in select institutions. Under this model, BMS may reimburse treatment costs if patients do not achieve a predetermined level of improvement.
EF: How do you see artificial intelligence (AI) and data technology evolving in healthcare, and how can data and LLM models enhance pharmaceutical healthcare?
CL: The pharmaceutical sector has long relied on traditional research and manufacturing methods, but we’re now experiencing a major transformation. Advanced analytics, AI, and other cutting-edge technologies are at the forefront of this shift. At BMS, we use AI-driven tools that drastically reduce the time needed to develop new molecules—from weeks to hours. In Latin America, where we have a strong presence in clinical trials, AI is helping us automate follow-up report preparation and visit scheduling. By cutting administrative time by 75%, our monitors gain an extra day per week to focus on research instead of paperwork.
Technology now plays a central role in disease awareness, diagnosis, and personalized engagement strategies. For instance, pharmaceutical companies are increasingly leveraging digital marketing to reach consumers and healthcare professionals. Through audience segmentation, we can raise disease awareness by targeting specific patient groups. Data analytics also gives us deeper insights into the needs of healthcare professionals and patients, allowing us to tailor our strategies more effectively.
A key part of our mission is optimizing continuous medical education. We ensure healthcare professionals have the latest information in the most convenient formats, whether through traditional in-person visits or digital channels. Our commitment to digital transformation aims to improve patient care and enhance healthcare systems across Latin America.
One particularly exciting initiative is the digitization of biomarker testing. By automating and digitalizing these processes, we’ve reduced the time needed to request biomarker tests from four days to just one. This advancement improves patient experience, diagnosis, and treatment planning. Launched only a year ago, this initiative is already being expanded across the region.
We are also using AI to directly impact patient outcomes. In Colombia, for example, we’ve partnered with a startup and medical centers to develop an AI model that tracks patient pathways for potential gastric cancer—the country’s most prevalent cancer. Currently deployed in the Southwestern region, this model is expected to increase diagnosis rates by at least 15%, with plans for further expansion.
EF: If you had to design a strategic roadmap for 2030 to help Latin American healthcare systems become sustainable, what key steps would you prioritize?
CL: That is a major challenge – one that will require strong collaboration and partnerships to overcome. The pharmaceutical industry does not operate in isolation; patient associations, payers, governments, and academic institutions all need to be involved. If we are shaping future solutions, the patient’s perspective must be at the core. Collaboration is critical at every stage of our strategy, and we are actively working on this across Latin America. In 2024 alone, we established over 20 partnerships.
A great example is the All. Can initiative in Latin America. This interdisciplinary coalition started in Argentina in 2019 and later expanded to Colombia and Mexico. Recently, we launched the second patient survey in Colombia, providing us with valuable insights that will help enhance cancer care in the region.
Another key issue is shifting how healthcare investment and pharmaceutical innovation are perceived—these should be seen as direct contributors to GDP and economic growth. Non-communicable diseases are on the rise, particularly in Latin America, and if left unaddressed, they will impact economic progress. According to World Bank data, health spending as a share of GDP in Latin America has grown from 6% in 2005 to nearly 8% in 2019. However, disparities remain. Ensuring sustainable healthcare funding is essential because it creates a cycle of economic growth: investing in healthcare and innovation boosts GDP.
Global research has consistently shown that investing in health systems yields significant economic and social benefits. A recent McKinsey study highlights this point, showing that every dollar spent on healthcare generates at least twice the economic return. Addressing access gaps across the region is another critical priority. To close these disparities, we must work together to expand access and ensure equitable healthcare for all.
EF: As you celebrate this milestone and complete your first year at BMS, what message would you like to share with your teams? And what achievements remain on your bucket list?
CL: I feel incredibly fortunate to be part of a team deeply committed to transforming patients' lives through science in Latin America. Our growth reflects that dedication—BMS has seen double-digit expansion in the region in recent years. When we talk about growth, we always emphasize that it means more patients receiving the care they need, which is ultimately the best outcome for both our business and our broader purpose.
Bristol-Myers Squibb’s progress is ongoing. While our vision is to use science to change lives, we are also in the midst of a multi-year transformation to create long-term value and drive sustained, top-tier growth. By 2030, our goal is to be one of the fastest-growing companies in the sector, and we are pursuing this through three key strategies. First, we are focused on developing transformative medicines in areas where we have a competitive advantage. Second, we are driving operational excellence and investing in the right technologies to support it. Third, we are strategically allocating capital to maximize impact.
We are expanding into new therapeutic areas and broadening our portfolio. In Latin America, we are already introducing treatments in neuroscience, immunology, and cardiovascular disease while maintaining our strong presence in oncology and hematology. Latin America is a key region for Bristol-Myers Squibb’s global growth strategy, and we are proud of the innovation we bring through various projects. Companies like ours are truly redefining how the most complex diseases are treated—shaping the future for both patients and the industry.
EF: You are an inspiration for the next generation of Latin American leaders. What three pieces of advice would you give to those aspiring to follow in your footsteps?
CL: The first advice I’d give is to find your passion—this has been a defining trait for me, and I see it in my team as well. When you are passionate about something and deeply connected to its purpose, you find the energy and resilience to overcome any challenge.
Second, think big. Regardless of gender, I encourage everyone to dream big and pursue their aspirations without limitation.
And finally, be prepared. Preparation is essential because when opportunities arise, you need to be ready to seize them. If you can align your passion with a clear sense of purpose, the possibilities are limitless. Surround yourself with people who support your growth and help you become the best version of yourself. As a leader, one of my greatest priorities is fostering an environment where my team can thrive and reach their full potential.
