Read the Conversation
Conversation highlights:
- Three strategic priorities for 2026: expand patient access, ensure innovation readiness for upcoming launches, and invest heavily in talent development and institutional partnerships.
- Middle East as a high-growth strategic hub: fast regulatory approvals, premium pricing potential, strong incentives for innovation, and double-digit market growth make the region increasingly important for global headquarters.
- Broad and growing portfolio: strong presence in dry eye, glaucoma, anti-infectives and anti-inflammatories, alongside leading surgical solutions (cataract, retina, IOLs) and next-generation contact lenses.
- Hybrid commercial model: direct presence in key markets like Saudi Arabia and the UAE, combined with long-term, deeply integrated distributor partnerships across the wider region.
- Culture of ownership and talent focus: success is driven by empowered teams, AI-enabled digital readiness, and long-term investment in developing future regional leaders.
EF: What are your current priorities for 2026?
AE: Our top priority remains our patients, and we want to position Bausch + Lomb as the most trusted eye care company in the region. We have three strategic pillars driving our agenda this year.
- First is patient access. We work closely with authorities and regulators to ensure all products are available, reimbursed by insurance, and integrated into healthcare system formularies.
- Second is innovation readiness. We have pipeline products and upcoming launches, so we work with health authorities in advance for early access. We also generate local data and real-world evidence for these products in the market.
- Third is people and institutional partnerships. We focus on developing future leaders within the region, building local capabilities, and working closely with national leaders. We also engage heavily with institutions to build strategic partnerships.
EF: What makes the Middle East strategically important for Bausch + Lomb compared to other global markets?
AE: We are at the center of the world. The UAE and GCC have diverse talent from more than 200 countries, a strong heritage, and high exposure to global learning. The region is increasingly recognized as a source of internationally mobile, globally experienced talent. The market itself is emerging, fast-growing, and evolving significantly. This market is growing at a structurally higher pace than mature regions, with sustained mid‑ to high‑single‑digit growth, creating very high growth momentum. Many companies operating in the region report double‑digit growth, compared with low‑ to mid‑single‑digit growth in more mature markets. This increasingly grabs multinational attention. There's also a significant unmet need across therapeutic areas, with many conditions highly underdiagnosed. Multinationals can partner with local authorities to adapt global solutions to national healthcare priorities. The earlier you invest and help in this development, the more strategically important you become. We fit this context because we came early to the region and have been working closely with authorities on disease awareness, medication access, and building local dialogue that can be used internationally.
EF: How does your portfolio across pharma, surgical, and vision care drive growth in the region?
AE: I'm responsible for the pharma and consumer business, but I can share part of our broader company approach. We have pharma and consumer products, such as eye drops, across different therapeutic areas. Dry eye is one of the most prevalent conditions in the Middle East and globally, where we're a major player. We also have glaucoma products for disease treatment and management, plus anti-inflammatory, anti-infective, Eye Nutrition, and other products tailored for regional eye care practitioners. In surgery, we're one of the largest players in cataract and retina treatment with capital equipment, laser machines, intraocular lenses, and a wide range of consumables and instruments for surgical procedures. We're introducing new technologies and innovations, especially in glaucoma, where the company recently announced key investments. In vision care, we offer contact lenses and lens care solutions with a wide range of products. At our Investor Day, the company announced next-generation pipeline developments for new contact lenses.
EF: How do you approach partnerships in the Middle East, and how do you choose your partners?
AE: We've worked through distributors for decades, which is the nature of the region. In recent years, we decided to change this model in Saudi Arabia and the UAE. In Saudi Arabia, our entire team is direct, though we have Saudi partners because you need a strong local partnership in such a large market with complex dynamics. In the UAE, we also have a direct presence, with our team interacting with healthcare professionals and authorities, as well as strategic local partners. There's always a need for distributors in the region, but in large markets, you need direct presence to represent multinational experience and ensure fast market access. We still operate through distributors in other geographies and highly depend on them, but we work hand-in-hand daily. We train them, collaborate with them, and succeed together. It's a true partnership when you integrate them into your system and processes, and they integrate you into their practice. We're not just distributors and suppliers — we're real partners, one team. We meet frequently to align on strategies and discuss how we can serve the next 5-10 years. It's rare to sit with distributors and discuss long-term horizons and mutual investments, but we do this together.
EF: What kind of people do you look for at Bausch + Lomb as you move into the digital age?
AE: In the Middle East, we have a mix of experience and expertise with a young, dynamic team. The majority of our team are in their 30s. We rely on our young people who bring technology familiarity and ideas. Our company and CEO have announced that we're developing AI tools internally, and AI training is now mandatory within our company. All team members in our region are fully trained to use AI tools and have access to them. We're prepared for the future with technological instruments and applications available to help us. We have teams helping to digitalize our processes and ensure all information and data are easily accessible. It's developing, but we're investing time in this as part of our ongoing process.
EF: Reflecting on your 10+ years with Bausch + Lomb, what key moments are you most proud of?
AE: Bausch + Lomb is about ownership. Everyone who works in this company feels they own the company, their business, and their function. This is critical. I've worked with them for 10 years in multiple positions, and every position has a story driven by this sense of ownership. I've worked in surgical, vision care, and pharma. There were many learnings, but what I'm most proud of is building this region into today's large operation with the talented people we started with years ago. Today, we're proud of what we've achieved together, and every year, there's a new milestone on our transformation journey to be ready for the future. The thing I've enjoyed most is this sense of ownership, which I haven't felt before in any other company.
EF: Is there anything else you'd like our readers to know?
AE: Talent development is really critical and the major driver of any success. You need a strong portfolio, pipeline, partnerships, training, and every element and tool to be successful. But talents are the people connecting everything together to make it work for the benefit of the community, patients, and the company. This is a critical area where we invest heavily in our talent to build a strong, high-performing culture and prepare future leaders across the Middle East. We also share across international markets, exchanging learning and experience. We're connected with many markets to localize this experience. We share experience from the Middle East, get experience from other international markets, and align it locally to our portfolio and markets to be successful.
