Read the Conversation
Meeting Highlights:
- Navigating 2025: As innovation costs rise and political uncertainties persist, Stendhal’s resilient structure helps MTN rethink its go-to-market strategies, ensuring a strong focus on bringing innovative products for unmet needs.
- Unlimited Pipeline, Focused on Impact: Stendhal prioritizes life-changing molecules, allocating the right budgets and financing models, and working with regulatory entities and governments to accelerate patient access.
- Raising Awareness for Rare Diseases: Stendhal collaborates with laboratories and leverages AI tools to enhance diagnostics and promote early detection across medical communities.
- A Legacy of Trust and Flexibility: With a tailored value proposition and a proven track record, Stendhal helps partners achieve double-digit sales growth, making it the top choice in the region.
- Preparing for the Future of Healthcare: In an uncertain world, industry collaboration is essential to deliver strong value and united proposals to stay resilient and focus on the goal of improving patient lives.
EF: What will be the defining healthcare trends in Mexico for 2025?
RR: That is the million-dollar question. With ongoing tax changes and trade tensions between the U.S., Mexico, Canada, and other countries, uncertainty remains—especially in the healthcare sector. Budget cuts are adding to the challenge, making it harder for the entire industry. The market is tightening, yet we continue to introduce innovative, but often more expensive, treatments.
To navigate this, we must rethink how we do business in Mexico. Fortunately, uncertainty also brings opportunity. Many companies are re-evaluating their go-to-market strategies, moving away from traditional headquarters and direct operations in favor of models better suited to their needs. At Stendhal, this shift presents exciting possibilities. We are already securing major deals, and despite the challenges, we see tremendous opportunities ahead.
EF: Which therapeutic areas do you see as having the greatest growth potential? How do you think Mexico is embracing innovation?
RR: Ultimately, everything comes down to the benefits your products provide to patients. At the core of every innovative company is a commitment to patient well-being, making it essential to highlight the real-world impact of your portfolio.
Right now, we are preparing to launch a groundbreaking cystic fibrosis with our partner, the leader in this therapy. This medicine is truly life-changing. Without treatment, many patients with this genetic disease do not live beyond their early twenties. With this therapy, they have the chance to lead normal lives. These are exactly the kinds of innovations we actively look for worldwide.
That is what I find so compelling about Stendhal’s business model. Our pipeline is limitless—we identify breakthrough molecules with the potential to transform lives and work to bring them to market.
The greatest challenge remains securing the right budget allocation to ensure these patients get the care they need. That’s why engaging with the government is crucial—demonstrating that these treatments are not just costs but investments in a healthier future. This approach guides our discussions with policymakers.
EF: Stendhal collaborates closely with regulators and public entities. With recent leadership changes, do you see any progress in the regulatory landscape? What proposals do you have for balancing costs and innovation in a country like Mexico?
RR: Access remains a significant challenge. The journey starts with clinical studies, followed by regulatory approval from COFEPRIS, and then the broader implications of that approval. Even after clearing these hurdles, securing access through IMSS or ISSSTE is a long and complex process, with each stage requiring substantial time.
According to an IQVIA study, the average wait time for patients to access innovative treatments has grown from 4.1 years to nearly 7 years—a considerable delay for those in urgent need of new therapies.
We are now engaging in the right discussions with the government. There is a clear willingness to collaborate as a sector to streamline and accelerate the introduction of medical innovations. With recent changes, I see a positive shift in attitude and a strong commitment to progress. However, it’s crucial to ensure that this willingness translates into concrete action and measurable outcomes. The intent is there, but it must be turned into an effective execution.
EF: How does Stendhal support diagnostics for orphan diseases to improve patient identification? Do you collaborate with labs or run initiatives to educate medical professionals on early detection and treatment access?
RR: We have a strong medical department with a dedicated team of MSLs who actively collaborate with physicians across various specialties.
One of the biggest challenges in rare diseases is awareness. Patients often visit doctors who may not recognize the condition, leading to delays or incorrect treatments. To tackle this, we are working with partners, including originator companies, to develop AI tools that assist physicians. These tools flag potential cases based on symptoms and prompt doctors to seek further support.
We also have multiple partnerships with diagnostic labs tailored to specific disease areas. For example, we collaborate with top BioPharmas to ensure access to the right tests. Since not all labs offer every type of diagnostic test, these partnerships are crucial for early detection and ensuring patients receive appropriate treatment.
A major challenge remains the delay between diagnosis and treatment access, which varies by country but typically ranges from 12 to 24 months, creating significant patient barriers.
Another pressing concern is the ongoing tariff situation between Mexico and the U.S. Some of our partners have manufacturing plants in Europe, which could serve as an alternative supply source if needed. A shift to European-made products could majorly impact the pharmaceutical industry.
Much remains uncertain. There are discussions about requiring pharmaceutical companies to re-establish local manufacturing in Mexico, similar to the situation in the 1980s. If implemented, this could fundamentally reshape the healthcare landscape in Mexico and the U.S.
EF: How does Stendhal build trust with its partners and encourage ongoing innovation despite political and economic challenges?
RR: We are the only Mexican pharmaceutical company that adheres to IFPMA standards, a distinction in which we take great pride. We made a strategic decision to adopt the IFPMA compliance and ethical code. When our partners review our policies, they are often surprised by the level of rigor we maintain. This demonstrates that we operate with the same high standards as they do globally.
This commitment to ethics is our most important offering to partners. The second is our value proposition. My team’s role is to create tailor-made solutions for each partner. Every company has different needs, perspectives, and visions for expanding their business in our markets. We take a flexible approach, designing creative business models to fit each partner’s specific requirements. I call it "magic" because we always find the right solution.
The third key factor is our proven track record. For example, we built a business from zero to $200 million with Gilead and from zero to $25 million with Biogen. Those are great examples of success stories in which I assume the margins they paid us were significantly lower than the operating expenses they would have incurred running their own affiliate.
Another important aspect is our readiness for potential regulatory changes. We have a GMP-certified manufacturing plant we acquired in 1997 when local manufacturing was a requirement for operating in Mexico. If such regulations return, we are ready—not just for new partners but also to support established companies that need a local manufacturing solution. While I do not anticipate this happening, we already have the infrastructure and a comprehensive business model in place. Adaptability is embedded in Stendhal’s DNA.
EF: What opportunities do you see for integrating data models in the pharmaceutical industry? How can they be beneficial, and what challenges should we be mindful of?
RR: I am passionate about AI, but its success depends on more than just having the right tools—it requires a cultural shift within companies. Employees must embrace AI as part of their mindset, not just as a technology. At Stendhal, we are actively working on this because I see it as the essential first step in AI adoption.
There is also a philosophical aspect to consider: AI should enhance decision-making, not replace it. We have seen cases where AI algorithms, when misused, have led to serious issues. The challenge lies in finding the balance between leveraging AI’s capabilities and avoiding over-reliance on it.
I am also cautious about the idea of AI with "consciousness," which some companies claim to be developing. The reality is that a few major players control most AI advancements, particularly in the West, while China follows its own trajectory. While these tools are incredibly powerful, we must prioritize responsible use.
In the pharmaceutical industry, compliance adds another layer of complexity. AI is only as good as the data it processes, but in a highly regulated field like ours, handling sensitive patient information comes with strict limitations. Striking the right balance between compliance and AI’s potential will be a key challenge moving forward.
So far, we have yet to see a product fully developed by AI successfully reach the market. While AI undeniably enhances product development, we are still waiting for concrete proof of an AI-driven pharmaceutical product, making it all the way to commercialization.
EF: If we were to outline a roadmap for a sustainable healthcare system in Mexico over the next five years, particularly in the pharmaceutical sector, what key steps should be taken?
RR: Collaboration across the entire sector is essential. While I represent innovative companies through AMIIF, I fully acknowledge that without integrating generics and biosimilars, we will not achieve full patient access. We must shift our approach and consider solutions from all perspectives—innovative medicines, generics, and biosimilars alike.
At the end of the day, we all want patients to receive treatment. If we align our actions with that goal, we should be able to present a comprehensive proposal to the government that moves beyond our own interests. It is not about being innovative, generics, or biosimilars; it is about providing full access to patients.
This is the only viable path to long-term sustainability in healthcare. Otherwise, we remain caught in a cycle of competing for budgets when those resources might be better allocated elsewhere. The ongoing struggles and competition between sectors must end. Instead, we need to sit together and define a unified solution.
Pharmaceutical companies must start shaping these proposals with a broader perspective. It is not about being rivals; but about working collectively to improve access. No matter how strong a company’s pipeline is, if patients cannot access the medicines, the portfolio is worthless.
EF: What is your final message to the sector?
RR: We are witnessing a shift in the global order, influenced by geopolitical events such as the situation with Russia, the US, and other factors. In light of this, resilience will be key.
Challenging the status quo and staying adaptable is crucial. Based on our experience at Stendhal, the most effective go-to-market strategy for companies looking to expand in Latin America is built on resilience, flexibility, and collaboration.
