Read the Conversation
Conversation highlights:
- Argentina is consolidating its role as a strategic hub within Sanofi’s global network, combining top-tier clinical trial participation with advanced manufacturing capabilities in vaccines and biologics, underpinned by a highly qualified scientific talent base.
- The country stands out as a key engine for clinical research and evidence generation in Latin America, enabling early access to innovation while contributing meaningfully to global development programs.
- Ongoing efforts to strengthen data infrastructure, including national registries and more integrated disease management approaches, are creating new opportunities to improve outcomes and system efficiency across provinces.
- Artificial intelligence is emerging as a transformative force across the healthcare value chain, accelerating R&D, enhancing manufacturing performance, and opening new frontiers in personalized medicine and rare disease diagnosis.
- While challenges around predictability and financing remain, Argentina’s strong fundamentals in science, manufacturing, and clinical research position it well to capture future investment, particularly as the ecosystem continues to evolve toward greater stability and innovation.
EF: You're now in your second year leading Sanofi's operations in Argentina. What personal mission have you set for yourself, and where do your priorities lie?
CLC: My personal mission stems from my background as a physician. It is about impacting not just individual patients, but population health as a whole. I want to have a positive impact on the population I serve. I also love science and seeing its evolution, which is why I really enjoy this job. Being part of a science that creates a positive impact is something I am very proud of.
What excites me most is that innovation starts right here in Argentina. Through clinical trials, the innovative pharma companies in Argentina contribute to 48% of the country’s total R&D investment, highlighting Argentina’s role in global pharma-related innovation. We see new molecules and treatments from the very beginning, helping to bring them to life through our investment in clinical trials, which generate knowledge worldwide.
The priority now is bringing this innovation into the healthcare system. We are pushing to introduce horizon scanning, helping the system anticipate and prepare for the innovations we help create.
EF: What role does Argentina play within Sanofi’s global manufacturing and supply network, and what makes the country a competitive location for vaccine production?
CLC: Argentina plays a relevant role within Sanofi’s global manufacturing network, supported by the strength of local talent and the quality of its scientific and technical expertise. This allows us to operate a high-quality manufacturing site for vaccines, fully integrated into our global supply chain.
A clear example is our work on hexavalent vaccines. Part of the production is carried out in Argentina and then exported to Lyon, France, where the final assembly takes place before distribution to more than 100 countries. This reflects how Argentina contributes as a strategic node within a broader global manufacturing model.
Looking ahead, the opportunity lies in strengthening this role through greater alignment between the public and private sectors. Closer collaboration, including partnerships with both national and international companies, will be key to reinforcing regional supply capabilities.
Recent progress on intellectual property regulation is also a positive sign. Strong patent frameworks are proven to create the right incentives for innovation and long-term investment.
If Argentina continues to demonstrate its value through clinical trials, technology transfer, and high-quality manufacturing, while ensuring a stable and predictable environment, it has the potential to position itself as a more strategic hub not only for local production, but for regional and global supply.
EF: In a highly decentralized system like Argentina’s, how do you ensure more consistent access to innovation across regions?
CLC: Our approach starts with education. Every physician, nurse, and payer should have access to the same information to make the best decisions in their territory. That is why we take a very federal approach, bringing educational initiatives across regions rather than concentrating them in major urban centers.
Beyond education, we work closely with provinces and HMOs to understand the specific characteristics of their populations and their needs. The focus is not only on access to treatments, but on supporting disease management more broadly. All services beyond the pill start with having the right information. This is where data becomes critical. One of the major gaps in Argentina’s healthcare system is the lack of reliable, structured information. There are limited national registries, which reduces the ability to plan and allocate resources effectively. As an example, the Argentine Diabetes Association is currently working on the first registry for type 1 diabetes.
By strengthening data availability and supporting local stakeholders, we aim to help identify efficiencies across diagnosis, treatment selection, and adherence, ultimately improving patient outcomes across the country.
EF: Where are you seeing AI deliver the most tangible impact across the pharmaceutical value chain, and what challenges still need to be addressed?
CLC: AI transforms every touchpoint across the pharmaceutical value chain, from drug discovery to diagnosis. In R&D, it is significantly improving how we understand disease mechanisms and identify the right molecules for clinical trials. One of the key ambitions is to reduce by at least 50 percent the time from drug discovery to clinical development, which would allow many more molecules to reach phase one. This brings us closer to truly personalized medicine.
In clinical development, AI is already accelerating trial design and execution. In manufacturing, it helps reduce stock situations and improve supply reliability. In diagnosis, we are working with hospitals to shorten the time to diagnose rare diseases, which can have a direct impact on patient outcomes.
At the same time, the challenge is not only technological, but human. AI is widely accessible today, but not everyone fully understands the risks. Without the right data or critical thinking, it can introduce bias and lead to incorrect decisions.
This is why responsible use is essential. At Sanofi, we are reinforcing this through initiatives like RAISE, a program focused on ethical AI use and raising awareness of its broader impact, including environmental considerations.
EF: Argentina has strong fundamentals in biotech. What is still missing to translate that into sustained long-term investment?
CLC: Argentina has strong fundamentals for biotech investment. Regulatory processes through ANMAT are well recognized internationally, and the country has a highly skilled talent base. These are clear advantages.
The main challenge is predictability. One of the ongoing discussions is the tax structure and the incentives available for long-term investment. Argentina’s history of frequent regulatory changes has made long-term planning more complex for companies. That said, there are clear signals of progress, with recent efforts reflecting a strong intention to bring greater stability and create a more conducive environment for sustained investment. However, long-term investment requires consistency. Countries like Chile are a good reference point. Despite changes in government, the underlying rules remain stable, which has supported a more consistent development trajectory. Argentina, by contrast, has experienced more volatility.
There is still significant potential. Progress on labor reform and efforts to create a more stable framework are encouraging, but the key will be implementation. Reducing uncertainty in how policies are applied remains one of the main pain points for the industry.
EF: How is Sanofi leveraging Argentina's startup ecosystem and building local partnerships for innovation?
CLC: Argentina’s startup ecosystem is shaped by constraints, but that also drives agility and creativity. This is what we often refer to as frugal innovation, the ability to deliver impactful solutions with limited resources. It is also one of the reasons why local talent is so well recognized internationally.
At Sanofi, we actively engage with this ecosystem by participating in innovation forums, labs, and academic collaborations, while continuously mapping emerging players at the local level. While our venture capital activity is primarily focused on Europe and the US, in Argentina, we prioritize identifying opportunities for collaboration and running targeted pilot projects.
We have already implemented AI-based initiatives with institutions focused on rare diseases and are exploring partnerships to accelerate clinical trial enrollment. In disease management, we have also partnered with a startup to develop platforms that enhance real-world evidence generation and improve patient outcomes. These collaborations allow us to combine global capabilities with local innovation, creating solutions that are both scalable and adapted to the realities of the market.
EF: As vaccination rates decline globally, how is Sanofi approaching prevention and rebuilding public trust in vaccines?
CLC: The decline in prevention is a worldwide trend. In Argentina, we work closely with the Ministry of Health, as vaccines are part of a centralized process.
We start internally with our employees, providing awareness campaigns and vaccination benefits for employees and their families. We also work with the Ministry of Health and scientific societies to increase awareness.
Today, most citizens get informed through social media, so we leverage digital opinion leaders to bring the right information. Especially after COVID, misinformation has become a major issue. We engage with scientists who are also digital opinion leaders to communicate science in terms that people can understand, ensuring that accurate information reaches the public.
EF: What legacy do you hope to build in the healthcare industry?
CLC: I always try to leave things better than I found them. That is a principle from my family, and it is the same in my work. Whether I enter a new position or a new country, my goal is to improve the situation. This also applies to the people I work with. As a leader, it is about developing your teams, ensuring a good environment, and helping people grow.
Externally, it is about having an impact. I have been involved in 16 launches, and each one feels like something new is coming to life. Seeing the positive impact of that work is incredibly rewarding. Personally, it is also about continuous growth. Every day you learn something, and I keep learning. If I can remain a lifelong learner and pass that on to my family and children, that is success.
