Read the Conversation
Conversation highlights:
- Your Appointment 5 months ago, mission and vision for the future, background, and experience leading to this role.
- Biomm Brazil is a fully dedicated biotech company, in its operational and growth phase.
- 88% revenue growth in 2025 vs 2024, driven by two major Ministry of Health contracts
- 2026 = first full year with complete contract revenue impact
- Current revenue split: 90% public sector, 10% private sector
Strategic Focus: Three-Horizon Approach
- Horizon 1 (Current): Diabetes strengthening
- Complete insulin portfolio: human insulin (regular + NPH), insulin glargine
- Dedicated diabetes specialist physician coverage
- Licensing deals broadening product portfolio to become the most complete insulin portfolio in Brazil/LatAm (including all key long-acting and ultra-rapid insulins)
- Horizon 2 (Medium-term): Expansion to metabolic diseases
- GLP-1 market entry with generic semaglutide (diabetes indication patent expired)
- Primarily a private market, it will diversify the channel mix.
- Horizon 3 (Long-term): Oncology & immunology
- Leveraging sterile injectable manufacturing capabilities
- Multiple licensing deals signed or in progress for biosimilars
- Patent cliff opportunities over the next 5 years
Manufacturing & Partnership Strategy
- Unique position: Own sterile injectable manufacturing in Brazil
- Rare capability in the LatAm market
- Attracts international biotech partnerships
- Manufacturing hub potential for regional access
- Three partnership categories:
- International biotech in-licensing (China, India, Europe, US)
- Government partnership for supply security for the Brazilian population
- Regional LatAm expansion for countries without local production
Growth Management Philosophy
- Focus on analytical decision-making and ROI prioritization.
- Strategy defined by crisp focus and clarity on what NOT to do
- Fit-for-purpose processes without over-bureaucratization
- Strengthening internal processes to improve decision-making, and exploring where AI/automation can free resources from operational tasks to focus on strategic decisions
- ERP upgrade in progress to support scaling
EF: There have been significant changes in your shareholder structure recently. What are your expectations, and what does this mean for BIOMM?
The latest changes to our shareholder structure demonstrate investors’ enthusiasm for Biomm’s growth potential. Some of the largest Brazilian stock market investors have decided to increase their shares in Biomm, and this has a very positive impact on our credibility and visibility in the market. I expect the changes will lead to increasingly stronger governance, with new Board members bringing important external perspectives and supporting the existing plan to take Biomm to a new level of protagonism in the Brazilian healthcare ecosystem.
EF: You recently joined Biomm as CEO after the company transitioned from pre-operational to commercial stage. What attracted you to this opportunity?
GM: Biomm is in a very fast growth trajectory after years in the pre-operational stage, developing products and building manufacturing capabilities. The company turned the page around mid-2024, when it started to commercialize products from the sterile injectable plant built over the last decade. This growth accelerated significantly in the last quarter of 2025, when we began major supply contracts with the Ministry of Health. Those contracts, including one for human insulin that started in July and another for insulin glargine that started in November, helped us achieve 88% revenue growth in 2025 compared to 2024. We anticipate continued significant growth in 2026 as the first full year of these contracts. The opportunity to lead a company producing essential products like insulin in Brazil and for Brazilian patients, leveraging state-of-the-art infrastructure to deliver on a strong growth plan, was very compelling to me. Being able to steer the company through such a significant transformation, with strong support from top-notch board members, is what a healthcare executive aspires to do.
EF: How do you approach managing such rapid growth?
GM: The previous CEO spent about 12 years building Biomm and handed me the opportunity to drive the organization in the next phase. But like any brand-new race car, if you accelerate too fast, you could lose control in the first turn and not achieve your objectives. So I believe I have the responsibility to carefully accelerate a company with tremendous potential while ensuring we maintain a culture of collaboration, with engaged people, and celebrate every small victory. We also need to build strong processes and analytical skills throughout the organization to ensure fact-based decision-making. The company must be skilled at analyzing investment opportunities and prioritizing those with the highest return while minimizing waste of resources. As we've become visible to external partners, our role is to choose partnerships wisely. Strategy becomes robust when you clearly identify what you're not going to do, and focus our resources on battles where we have the highest chances to compete and win.
EF: What is Biomm's current market position and strategic focus?
GM: Currently, the majority of our revenues come from commercializing insulin. We have human insulin in regular and NPH forms, plus insulin glargine, a long-acting analog insulin widely adopted in developed markets due to its better clinical profile, yet still gaining adoption in Brazil's public market. We've specialized in diabetes more than any other therapeutic area, building the most complete portfolio around diabetic patient needs. We're the only company with a dedicated structure visiting diabetes specialists and addressing both private and public market demands. With our current structure, we are well-positioned to become the strongest diabetes player in Brazil and possibly Latin America. But that is just the beginning, as our strategy has three horizons: strengthening our diabetes leadership in the short-term, expanding into metabolic diseases, including GLP-1 therapies in the medium-term, and building portfolios in oncology and immunology long-term. We're advancing licensing deals to complement our portfolio across all of these three horizons.
EF: How do you balance public and private market opportunities across your strategic horizons?
GM: Currently, most of our revenues come from the public sector through Ministry of Health partnerships, while approximately 10 % comes from private sector sales to hospitals/clinics and integrated providers, as well as pharmacy chains and wholesalers. The GLP-1 market we're entering is primarily private and out-of-pocket, which will help diversify our revenue mix over the next two to three years, before these products are incorporated in the national formulary and purchased by state and federal governments. In addition, we recently launched the first biosimilar of a treatment for macular degeneration, also primarily in the private sector – this one inherently requires building relationships with healthcare operators and hospitals. In this process, we are building capabilities critical for our oncology and immunology expansion planned for the future. Again, we must prioritize carefully to achieve channel diversification, geographic expansion, and portfolio development. The latter offers multiple opportunities, as both oncology and immunology areas include several molecules with patents expiring in the medium term.
EF: How do you manage tactical versus strategic decisions during rapid growth, and what role does technology play?
GM: Growth creates a good problem – prioritizing the most promising opportunities and focusing resources to capture them. That’s certainly a lot more exciting than cutting costs. We focus the organization on the financial viability of each project and comparative returns to clearly deprioritize lower-return initiatives. During growth stages, it is expected that the organization will seek approval for additional resources to do all those projects they've dreamed of doing when the company was much smaller. This is where we need to be disciplined and stay conscious that accelerating too fast could cause us to lose control. We emphasize doing a few things extremely well rather than too many things superficially. Technology plays a critical role in this journey. We're upgrading our ERP system this year, as part of professionalizing internal processes and preparing for the next level of management capabilities. Having a reliable database is fundamental to using AI and automation, which will help ensure our people work on more strategic questions and less on manual, repetitive activities that currently consume a lot of hours. We're starting small with AI implementation, ensuring the organization is properly trained and familiar with different tools before aiming higher. This reflects our mindset of taking one step at a time and doing a few things well, rather than attempting everything at once.
EF: What strategic partnerships do you consider most critical for Biomm's future?
GM: We categorize strategic partnerships into three types. First, partnerships with biotechnology companies across China, India, Europe, and the US will only increase as we grow and establish a base for Brazilian and Latin American market access. Many players seek skilled, knowledgeable partners with established customer and government relationships rather than starting from scratch. Our sterile injectable manufacturing plant also positions Biomm as a manufacturing partner for the region, and we are starting to explore these types of opportunities. Second, we consider ourselves a partner to the Brazilian Ministry of Health, helping reduce dependency on importing critical essential medicines. This became evident during the pandemic and when Brazil nearly faced an insulin supply crisis after a global player stopped supplying the public sector. Partnering with the government in the development of Brazil’s local manufacturing infrastructure is part of our mission: we work to ensure Brazilian patients are prioritized and the Ministry has a reliable and committed long-term partner. Third, as we meet Brazilian demand, we can bring that same level of stability and long-term commitment to other Latin American countries, many of which also lack local capabilities. Biomm holds a privileged position in the largest market in Latin America, with products approved by ANVISA, Brazil’s regulatory agency, which has meaningful credibility with other international regulatory agencies across the region. We recognize responsibility for long-term partnerships with the public sector, ensuring patients have increasingly better access to complex and high-value-added biopharmaceuticals.
