Read the Conversation
Meeting Highlights:
- Introducing Khaled Belghoul: Understanding his current role in advancing new medicines in the Kingdom of Saudi Arabia and the United Arab Emirates.
- Saudi Arabia’s Strategic Importance: Saudi Arabia's strategic importance within the region—"the right moment to be in Saudi Arabia."
- Astellas’ Oncology Focus: Emphasizing research and development in the field.
- Commitment to Innovation: Astellas´ commitment to promoting innovative medicines, is closely aligned with Saudi Arabia's Vision 2030.
- Adaptability in a Changing Industry: Recognizing the need for flexibility and local expertise.
- Sustainable Healthcare Commitment: Supporting Saudi Vision 2030’s three pillars of sustainability.
- Local Manufacturing Initiatives: Enhancing Astellas' regional goals through local production.
- Strengthening Market Presence: Efforts to solidify Astellas' position in Saudi Arabia.
- Leadership in Technology & Innovation: Astellas as an early adopter, reinforcing commitment to the Kingdom.
EF: Could you share a bit about your journey, your progress in Saudi Arabia, and how Astella is positioning itself as a key player in the sector? Additionally, how are you contributing to Vision 2030?
KB: My career can be divided into two distinct phases. The first phase was in Europe, primarily in France, Belgium, and the Netherlands, where I held various roles in marketing and operational excellence within the pharmaceutical industry across several multinational companies. In 2015, I transitioned to the Middle East region, moving with my family to Dubai, where I joined Astellas regional headquarters.
Since then, I have taken on roles as a Country manager and General manager, overseeing operations in North Africa, starting with Algeria and eventually leading the entire Maghreb cluster (Algeria, Morocco and Tunisia). For the past three years, I have been leading our organization in Saudi Arabia and the UAE, two of the most significant and dynamic markets in the region.
This is an incredibly dynamic time for Saudi Arabia, and I truly believe it’s the right moment to be here. I am very happy to be part of this journey, both personally and professionally, as we focus on growing our organization and expanding our business to make a meaningful impact in Saudi Arabia.
EF: Could you elaborate on the significance of your operations in Saudi Arabia to Astellas?
KB: Astellas, as an organization, has ambitious growth in Saudi Arabia. Saudi Arabia stands out as an important contributor in the Middle East and Africa region due to the size of the business and the dynamic nature of the market.
As an innovative company, Astellas focuses on products driven by research and development, and partnerships. Saudi Arabia is an excellent example of a market where authorities are creating the right environment and capabilities to make new innovative medicines accessible to patients. This aligns perfectly with Astellas' mission to deliver cutting-edge treatments that provide added value to patients and the healthcare system.
Astellas thrives in Saudi Arabia because of the strong support for registering and adopting new, innovative treatments. This strategic alignment is evident in the proactive measures taken by local authorities, such as the SFDA and the Ministry of Investment. These organizations have significantly enhanced their capabilities in recent years, fostering a supportive ecosystem for innovative players like Astellas.
The progress in regulatory efficiency and investment support ensures that Astellas can bring its latest medicines to Saudi patients quickly, reinforcing the company's commitment to innovation and its integral role in advancing healthcare in the region.
EF: What are the key disease burdens you are addressing in Saudi Arabia? How have you identified these challenges, and how is your portfolio tailored to meet the specific needs of the Saudi market?
KB: I believe this can be divided into two aspects: external and internal. Externally, while Saudi Arabia is making significant improvements, the evolving regulatory landscape can present challenges but also opportunities. Over the past three years, we have seen a rapid introduction of new regulations that reflect the country's dynamic evolution and its shifting requirements.
For organizations committed to the market and its patients, adapting to these regulations is crucial. It is not about waiting for the rules to change or ease but about proactively understanding and navigating them to find effective solutions. Early adaptation is key—being among the first to align with these changes can position a company for success.
However, as part of a multinational organization, this can sometimes be a challenge. For example, some responses to local requirements are not something that can happen overnight. It involves approvals, resources, and significant effort, often requiring buy-in from global headquarters, which takes time and coordination.
That said, I see these challenges as part of the unique opportunity in Saudi Arabia. The ability to address these hurdles, identify the opportunities they bring, and implement solutions effectively is what makes working in this market so rewarding. Flexibility and adaptability are essential traits for success here. By clearly communicating these dynamics to headquarters and securing the necessary resources, we can turn these challenges into strategic advantages.
EF: How do you attract the best talent to your team?
KB: Having the right people in the right roles is critical. While we have faced challenges in the past, there has been significant improvement over time. For instance, Saudization mandates certain key positions to be filled by Saudi nationals. While this can be seen as a challenge, it also provides a unique opportunity to nurture and develop local talent.
Some roles, such as senior positions in market access or government affairs, require specialized expertise, which can sometimes be difficult to source locally due to the evolving human resource landscape in the region. Developing young, local talent to gain the necessary experience and leadership skills takes time, but it is a worthwhile investment.
Our strategy has focused on a dual approach: competing in the market to secure the right external talent while simultaneously investing in the development of our internal talent pool. We have implemented mentorship programs that pair experienced professionals with young Saudi talent to accelerate their growth and readiness for leadership roles. This approach has been instrumental in our success across key projects and initiatives, particularly in maintaining and expanding our market share.
Culturally, we have built an environment that fosters ambition, continuous improvement, and a commitment to delivering not just for the organization but also for the patients we serve. Over the past three years, these efforts have started to show results, with 75% of our workforce now composed of Saudi nationals. This milestone reflects our long-term commitment to talent development and positions us strongly for continued success in the region.
EF: If you were tasked with designing a sustainable healthcare ecosystem, what do you think the three key pillars would be?
KB: That is a great question, and Vision 2030 provides a clear framework for designing a sustainable healthcare ecosystem. A key focus of the vision is ensuring accessibility and equity in healthcare. This involves making treatments and medical care available to everyone across the country, including those in remote areas. The decentralized healthcare system is designed to ensure that no one is left behind when it comes to receiving essential treatments and care.
Another important aspect is the development of pharmaceutical capabilities within the country. Authorities have prioritized local manufacturing of medicines and vaccines as part of their efforts to strengthen the healthcare ecosystem. This initiative has evolved significantly, with a growing emphasis on fostering research and development within the healthcare and pharmaceutical industries to drive innovation and self-sufficiency.
A final pillar of sustainability in healthcare is the goal of increasing life expectancy. Vision 2030 explicitly aims to extend the average lifespan by 5 to 10 years through improved healthcare systems, advanced treatments, and greater focus on preventative care. With these strategic objectives and continuous advancements in patient care, Saudi Arabia is creating a foundation for a thriving and sustainable healthcare system.
EF: What strategies are being implemented to educate and engage physicians on innovative medicines, deploy the latest technologies, and focus on patient care beyond treatment, while also developing local talent within the Saudi workforce?
KB: Let me take a step back and explain our unique setup in Saudi Arabia, which we are very proud of. We have three key pillars in our operations here. The first is Astellas' Scientific and Technical Office, which we opened three years ago. This office focuses on bringing innovative medicines to the market, particularly those from our new pipeline. For example, we are in the process of registering a new treatment in Saudi Arabia, aiming to be the second country to approve it after the U.S. We submitted the dossier based on the U.S. approval, showcasing our commitment to introducing cutting-edge treatments to Saudi patients.
The second pillar is our long-standing joint venture with a local pharmaceutical company, which has been in place for nearly 20 years. Through this partnership, we engage in local manufacturing, not just secondary packaging. We have already localized three products here in Saudi Arabia. This collaboration with a Saudi-Japanese joint venture, allows us to manufacture locally, aligning with the authorities’ expectations for pharmaceutical companies in the region.
The third pillar focuses on life-saving treatments, such as those for transplantation. We work with one of the largest partners in Saudi Arabia, to do secondary packaging for these treatments locally. While local manufacturing for these products is challenging, we are committed to delivering them in a way that aligns with the country’s healthcare needs.
This multi-faceted setup is unique and not found anywhere else in the world, even at our headquarters in Japan or the U.S. Despite being a smaller organization in terms of size, our commitment to Saudi Arabia is significant, and these efforts show our dedication to improving patient outcomes.
When you ask me about Astellas' impact in Saudi Arabia, particularly for patients, my primary focus is on delivering innovative treatments. Our goal is to bring life-saving therapies to the market, and we have consistently managed to introduce treatments that add real value. For instance, we just registered a new bladder cancer treatment that will have a strong impact on helping bladder cancer patients in Saudi Arabia.
Moreover, we are not only focused on providing these treatments but also on fulfilling societal needs. Through technology transfer, we are helping Saudi partners and companies by transferring cutting-edge technologies that support local healthcare capabilities. This setup, with its emphasis on innovation, local collaboration, and life-saving treatments, is truly unique. I am proud to be part of this initiative in Saudi Arabia, working alongside local authorities and partners to make a meaningful difference in the healthcare system.
EF: What advice would you offer to other companies or organizations looking to innovate and implement strategies similar to the ones you have discussed?
KB: When considering Saudi Arabia, it is important to approach the market with long-term commitment rather than as an opportunistic venture. Saudi Arabia is a rapidly growing market, one of the fastest in the Middle East, and is much more dynamic than many established markets in Europe. The country is set up for sustained growth, and innovation plays a central role in this development.
For companies focused on innovation, Saudi Arabia is an essential market. The authorities, such as the SFDA, have shown a strong willingness to embrace innovation. Saudi Arabia has been working with us to bring breakthrough treatments to the market as soon as they are available. This eagerness to adopt new therapies quickly reflects a clear commitment to improving healthcare for patients.
In addition to the regulatory support, the hospitals and research centers in Saudi Arabia are also highly advanced and ready to integrate new innovations. This combination of a forward-thinking regulatory environment and research-driven healthcare institutions makes Saudi Arabia an ideal place for companies dedicated to delivering innovative solutions. For those willing to invest in this dynamic market, the rewards can be significant.
EF: What would you like to have accomplished in the region and in Saudi Arabia five years from now, by 2030? What are you most hopeful to be proud of achieving?
KB: My goal is to solidify and strengthen Astellas' presence in Saudi Arabia, ensuring that we bring as many innovative treatments to patients as possible. While I do not have a specific number in mind, my focus is on making Saudi Arabia one of the first adopters of innovation. When I look ahead five years, I envision Saudi Arabia being at the forefront of innovation, almost there already. Currently, it is on par with European countries. My aspiration is for Saudi Arabia to lead the world in adopting innovative treatments or, at the very least, be on par with the US in this regard.
