Read the Conversation
Conversation highlights:
- A robust musculoskeletal market of 48M+ people, where $200M in annual sales of premium American brands complements a strong local industry.
- Using AI and technological preoperative/operative/postoperative data (like gait and activity levels) to optimize surgical outcomes, minimize post-op risks, and accelerate recovery in "friendly" home environments.
- Focus on education on early-stage physician training, the safe usage of advanced materials, and the overall well-being of the patient.
- Argentina's advantage is having great surgeons and an ideal context for investing and opening new opportunities for the sector in the country.
- Hands-on approach in Javier's leadership, learning, and asking to be able to understand, but without stopping, moving towards a goal
- Shift the narrative from "selling products" to "providing relief and quality of life." By communicating a mission of health and happiness, we can attract younger talent to the medtech field
EF: Looking forward to 2030, how do you think Argentina is being prepared? Could you give us an overview of how the healthcare industry, especially the medical devices sector, is shaping?
JN: I am a businessman and an engineer, so my approach to the musculoskeletal industry came through my professional career. I started in retail, then moved to government, then to pharmacy, and through pharmacy, I joined the musculoskeletal industry with Zimmer Biomet, a beloved team and company where I led until the end of 2025
To understand the current industry, let's start with the size of the musculoskeletal market. If we compare Chile, with a population of 20 million, to Argentina, with over 46 million people, we should be talking about USD$200 million per year just in hip and knee joints. If we add trauma devices and upper-extremity products, the Argentine market reaches over USD$270 million per year. This is largely based on American brands like Stryker, Zimmer Biomet, and J&J.
There is also a strong local industry focused on simpler, lower-priced products. The more advanced products are mostly tied to American brands. It is a large and important market. The population is aging everywhere, so hip and knee pain is increasing. That creates demand for more specialists and orthopedic surgeons. It also calls for partnerships with industry, not just supplying products but also training surgeons, working together, sharing needs and opportunities, and bringing the right products to this population.
EF: Could you share your opinion on how we can distill AI and implement innovative approaches in emerging markets and make it accessible?
JN: In my experience, automation offers significant opportunities in the preoperative, intraoperative, and postoperative settings through technology. At my previous company, we were the first to bring robotics to Argentina. With ROSA robotics, we provided surgeons with very precise support during knee replacement procedures. The robot allowed highly specific cuts of tibia and femur, preserving the surrounding soft tissues for achieving the best possible outcome of a TKR. At the same time, it collected valuable data on patient anatomy and diagnoses. With that data, artificial intelligence could learn and help guide surgeons on which procedure would work best, which would be shorter, and what outcomes they could expect if they followed the robotic proposal for each surgical step. That was all happening intraoperatively.
Preoperatively, the industry is developing tools to connect with patients and collect data before surgery, such as tracking steps, hip & Knee mobility, and biological data, such as temperature or cardiac patterns. During surgery, the robot performs its role. Postoperatively, surgeons can conduct detailed follow-ups to monitor recovery, track daily steps, assess progress, and identify risks or ongoing pain.
At a basic level, musculoskeletal care is about movement. Patients want their movement back. More than 20 percent of patients who undergo knee replacement surgery report dissatisfaction after the procedure, often because of pain or limited mobility. It is not only about restoring movement but also about patient satisfaction. A big part of that is based on the prevention of infection risks. Every joint replacement must be done quickly, accurately, and as safely as possible to prevent postoperative complications. Those complications affect not only patient satisfaction but also hospital capacity and economic resources.
When patients are satisfied, they recover mobility, relieve pain, and avoid complications. If surgeons reduce infection rates and other postoperative complications, they save the hospital or clinic time and use operating rooms and beds more efficiently. That leads to shorter recovery times and allows patients to return home sooner to a better environment with family. Ultimately, the future of musculoskeletal care hinges on leveraging automation and data-driven tools to restore mobility and satisfaction sustainably. Companies are not just selling metal and plastic. Most major companies offer strong implant solutions. When technology and data-driven tools are added, they improve operating room efficiency and strengthen care across the preoperative, intraoperative, and postoperative journey.
EF: If a medical device company is not only producing, how do you think they can be closer to the community for follow-ups and training the physicians? How do you think medical device companies should engage?
JN: In my opinion, there are two major roles here. In some markets, such as the United States, companies can communicate directly with patients. For example, Zimmer Biomet used Arnold Schwarzenegger to talk about recovering movement and relieving pain. He tells patients they do not have to live with pain. They can see an orthopedic surgeon, discuss available options, and take action to regain their mobility and their life. That kind of message works in markets like the United States and parts of Europe.
In Latin America, advertising regulation over medical devices is more stringent, so companies need to work closely with key opinion leaders. You have to identify who is best, not only in using the products, but also in applying the right techniques. The products are often similar in functionality and materials. What really builds confidence is the follow-up on product usage and the surgeon’s experience with it.
Another factor influencing success is instrument design. The intuitiveness of instruments used in hip, knee, or shoulder procedures can make a significant difference. When fewer, easier-to-use instruments simplify a surgeon’s work, it creates a competitive advantage. Efficiency and safety during operations distinguish brands, especially when health providers support vulnerable patients working quickly and accurately.
Medical training is the other key factor. While training matters in all medical device fields, in orthopedics, especially with musculoskeletal implants, proper performance is crucial. Companies must train surgeons from the outset. Interns in traumatology must first master the safe use of plates and screws. Later, if they wish to advance to complex procedures such as joint replacement, they need early support. This is why medical training activities are so significant in this industry.
EF: Are there opportunities in Argentina not only to adopt technology but also to develop our own medical technologies?
JN: Argentina offers the industry's biggest opportunity in the Southern Cone. That is driven by the size of the population, the quality of its surgeons, and the strong presence of brands offering cutting-edge products. As I mentioned, there is a solid local industry, but it does not provide the most advanced solutions. So for companies that do, there is a real opportunity.
A good example is the adoption of robotics. We introduced ROSA just before the COVID-19 pandemic started, so there was a valuable time for focusing on Medical training and webinars about robotics. Afterward, we were impressed by how quickly surgeons adopted the technology and integrated it into their practices and the broader ecosystem. American leader players like Stryker and J&J operate there directly and follow what Zimmer Biomet did.
The key point about Argentina is not just the opportunity, but the timing. It is the right time to make bold investments, introduce advanced products, provide training, and deliver high-level solutions. The macroeconomic situation is in good shape. Beyond country risk, there is a strong underlying quality in the population, the physicians, and the orthopedic surgeons. What they need now are bold investments and advanced technologies to deliver meaningful solutions.
EF: What decisions do you think we need to take today to have a more sustainable and established model in 2030?
JN: A key differentiator in Argentina is access to musculoskeletal care. In the public system, there is PAMI and other fixed-price programs, but access is limited, and only about half of the population can rely on them. In the private sector, where more advanced treatments are usually available, patients tend to have closer, more established relationships with their healthcare providers. Much of this stems from Argentina’s history, which shaped how these public and private systems evolved.
Argentina has a history of immigrant communities, including Italians and Spanish, who, over time, established their own healthcare and social security systems. That is why we can point to institutions like Hospital Italiano. It has one of the strongest coverage systems, not only for people of Italian background, but for anyone who chooses to enroll. For a relatively small monthly payment, patients can access high-quality care and advanced treatments.
This diverse landscape makes Argentina different from countries like Chile, where patients generally rely either on private insurance or the state system. In contrast, Argentina’s multiple systems developed over time, creating broader access to healthcare solutions, including musculoskeletal treatments.
EF: How can we engage more of the younger generation in the healthcare industry? What steps can a country take to include more people in the healthcare industry and show the value of working in this industry?
JN: Clearly communicating the business's purpose. It changes everything. You are not just selling products; you are relieving pain, offering advanced solutions, and contributing to health science. Shifting the message from just products to patient recovery experience makes the difference. A patient-centered focus message attracts young and talented professionals to join healthcare and medical device companies.
If you take a patient-centered approach and communicate it well, people connect with it. Think about something simple, like running. Not everyone can do that. When patients regain those basic abilities, they recover movement, and with it, the joy and the quality of life. That must be the message.
Meanwhile, the industry is evolving through data-driven tools, robotics, advanced instruments, and enhanced products. The challenge is communicating that purpose to new generations. This is not merely a transactional or profit-driven business; it delivers health, happiness, and hope to patients.
EF: Looking back on your career, what are three moments you were most proud of being part of the sector?
JN: As I came from the pharmacy sector, my priority was learning about medical devices, mastering regulations, and building relationships with stakeholders. My initial focus was getting grounded in the industry and understanding its inner workings.
The second major challenge was the pandemic. Elective procedures were canceled, and healthcare resources were redirected to pandemic care. With that in mind, I made some strategic decisions. We knew the pandemic would continue, but the patients were still there. So whenever a window of opportunity opened, and procedures resumed, we were ready to move quickly into the operating rooms and provide the implants and support surgeons and patients needed.
The third area was more holistic: leadership development. I see myself as someone who makes things happen, but with a humble approach. I focused on understanding the business and building strong stakeholder relationships. Then, once you have the right foundation, you can guide people toward better, larger outcomes. I often reflect on where we were when I started in the industry and where we were when I left it. I want to stay connected to this industry because of its impact and results. Leadership is the third area I am especially excited about.
EF: What is your final message to the sector on how we can bring Argentina's healthcare to the same level as the other countries in the region?
JN: Argentina has a strong community of surgeons. Through my comparisons across the region, I have found that orthopedics is very well developed. What is needed is greater confidence in their own capabilities, knowledge, and academic training when treating patients.
The second consideration involves macroeconomic changes in the country. These developments are moving rapidly and influencing the entire market. The direction appears positive, fostering a more stable and secure environment for business.
The people of Argentina are remarkable as well. The population is often well informed about surgeries and medical procedures. Many patients take the initiative to research and educate themselves before entering the operating room and keep themselves updated on medical developments. This results in a strong combination of skilled surgeons and informed patients.
