Read the Conversation
EF: After working in the US, Egypt, and Saudi Arabia, what was your given mission when appointed to South Africa less than a year ago?
AR: Our purpose is to make a real difference in people’s lives not only through the breakthroughs we achieve but the paths we take to achieve them. We create medicines and solutions that put impact first - for patients, communities, and our world. My mission is to execute AbbVie's localized vision for South Africa, so this can be a reality for millions of South African and sub-Saharan African patients. Additionally, I aim to ensure that we have the right culture and team in place to solve the tough challenges and lead with purpose to make a remarkable impact that lasts.
EF: What excited you the most about the job and managing the region?
AR: Having worked for AbbVie for almost 10 years now, I have had the privilege of working for AbbVie in the US, Egypt and Saudi Arabia previously, and as an Egyptian, it is inspiring for me to come “home” to Africa after spending some years at our headquarters in Chicago. I’m excited about the opportunity to serve the needs of our patients both in South Africa and Region Africa.
South Africa is a cultural mosaic where everything is diverse, but it all comes together nicely, creating a great texture. The diversity of backgrounds and cultures makes it fascinating to work here. The people are warm and welcoming, and my first-year months have been very enjoyable.
EF: As part of a new generation of executives shaping the future and advancing the agenda in Africa, how do you see healthcare´s role in developing the economy and its importance?
AR: Our industry plays a vital role in shaping healthcare and healthcare is an integral part of the country's economy, and we contribute to its sustainability. According to the Innovative Pharmaceuticals Association of South Africa (IPASA), between 2016 and 2021, an estimated R2.95bn was spent by innovative multinational pharmaceutical companies in South Africa supporting clinical research into new treatments serving unmet medical needs. In addition, research from IPASA shows that the R&D-based multinational pharmaceutical sector is a leader in the South African economy via its positive economic impact and its ability to grow by balancing turnover and employment growth. The sector is also an investor in the economy via niche manufacturing, its contribution to the innovative medicines cluster and corporate social investment initiatives.
To ensure that South African patients derive value from this increased investment in R&D, we believe that there is an urgent need for policy certainty and consistency, a substantial reduction in the backlog in registration of products by the regulator together with strategic assessments, remedies and incentives to level the domestic playing field.
Ensuring the sector’s continued sustainability requires decision-makers and policymakers to allocate funds and resources appropriately as needed, to improve and maintain healthcare systems and infrastructure, and to expand the sector. This expansion would create job opportunities, which, in turn, would support the economy. Additionally, the healthcare sector is potentially a vehicle for closing the unemployment gap in South Africa.
EF: Could you elaborate on AbbVie's footprint in South and Sub-Saharan Africa and its strategic importance to the group?
AR: AbbVie has a broad portfolio that includes immunology, oncology, neuroscience, eye care, and aesthetics. We currently serve around a million patients in the region and aim to further address the medical challenges of today and tomorrow. This impact on patient lives speaks to our corporate vision and purpose. AbbVie is a company that walks the talk.
EF: What is your definition of access? What does access mean to you?
AR: At AbbVie, we recognize that innovative treatments can only make a difference if patients have access. Access represents the strength of the healthcare system and the economy's ability to afford the required treatments and medications. The government is now prioritizing the National Health Insurance (NHI) as the next step to drive better access for all.
EF: What trends do you see in the market regarding the product portfolio evolution in the region?
AR: I have noticed some integration trends in portfolio management. Due to the worldwide economic crisis, Africa has been more heavily impacted than other continents. There is a growing prioritization within portfolio management, with governments focusing more on priority disease areas, such as non-communicable diseases. HIV in South Africa and COVID-19 have become key areas, but historically, HIV and TB are critical areas and will remain a priority for the NHI. In West Africa, malaria and HIV are prioritized diseases. Some countries, such as Mauritius, are incorporating automation to optimize resources. The biggest trend, however, is the innovation in portfolio management. I see it expanding its presence in South Africa’s rural areas by installing remote clinics in less-served areas to support certain priority disease areas. The government cannot do everything, and there are significant challenges and pressures, so they prioritize diseases and focus on portfolio management.
EF: What is your advice for managing a highly specialized portfolio in an infectious disease scenario?
AR: COVID is a good example of why we should not be complacent. Security is crucial, and governments must ensure that the right indicators are in place to trigger necessary actions if a similar epidemic were to occur in the future. This requires establishing the right connections between stakeholders to accelerate response efforts.
Secondly, there needs to be a center of excellence to develop expertise and understand how to effectively utilize limited resources. Egypt provides a good example of this with their center of excellence for supporting and treating patients with HCV. Although not for Covid, it demonstrates how focusing resources on interconnected centers in every major city can provide effective support.
Thirdly, a social sharing responsibilities system should be created to support developing countries, such as Africa, with all the accumulated costs. With limited resources, prioritization is crucial, and centers of excellence allow for localized services that can help us advance and prepare for any future epidemic.
EF: Post-pandemic, we are still distilling what works and what does not. What was your experience, and how are you dealing with the transformation?
AR: This has become a popular topic: Covid-19 has taught us valuable lessons, and the pharmaceutical industry is doing its best to learn from them. In our case, the pandemic helped us improve our communication and educational awareness systems, making them more efficient and effective. When it comes to patient and healthcare interaction, governments across the world, including South Africa have installed remote clinics and started exploring telemedicine options, which will help expand healthcare access across the country. Digital health strategies have seen a huge surge and electronic and digital health technologies have advanced, making appointments and healthcare more efficient.
AI can also interact with data to make healthcare more efficient, as demonstrated by the UK's NHS services and Singapore's telehealth program. Over the next five to ten years, we will see significant changes in how clinical trials are conducted, with patient data and AI allowing for much shorter trials. While digitalization is changing how we work, Africa is lagging behind, with the government trailing the private sector. We are working on promoting and integrating digital technologies into our business, and we see how the government is also providing a new approach to significantly transform the healthcare structure and accelerate the use of resources through digital technologies.
EF: From a South African working perspective, what strikes you the most about the new soft skill management?
AR: AbbVie SA is a prime example of South Africa's cultural mosaic, as we are diverse, with multiple racial groups, languages, and individuals from diverse backgrounds. Within my team, we have people with both local market and global experience but we share common goals. These goals are a part of our identity and represent what we stand for. Our "SERITI," an African word (Sesotho language) that speaks to the shadow or aura that people cast as they go through life – a shadow that grows through good deeds, and it represents our vision and the legacy we leave behind. We are committed to leaving a strong legacy by supporting patients and creating a bright future for our employees. Our purpose and vision are to provide transformative solutions to Africa and expanding access to millions of patients is incredibly inspiring. Access is our biggest mission, and it has the highest impact we can bring to Africa. All our diversity comes together through the shared goals that we have co-created, believe in, and are proud of, with the purpose of making a lasting impact.
EF: What new skillset is needed post-Covid, besides the usual hard skills?
AR: In my opinion, the biggest changes are:
1. Technology has become a critical capacity that plays a significant role in our office routine. We work remotely twice a week to accommodate this shift.
2. Multitasking to achieve greater efficiency has worked well for us, and we plan to continue working this way. Managing and motivating teams virtually is more challenging than doing so in person, but we have been successful. We are also working on developing our ability to engage our field force virtually, as this is a big shift in how we operate. Today, we mostly communicate with Health Care Professionals digitally.
3. There is a greater emphasis on data-driven decision-making due to the significant explosion of data we currently have. The use of data is a global trend, and it is important to have the capability to deal with the enormous amount of data to support our decision-making accordingly.
EF: How would you like to be remembered for your first year in South Africa?
AR: I would like to be remembered as someone who not only talked the talk but also walked the walk. I aimed to create the right organizational culture and prioritize efficiency. Externally, I hope to be recognized for my contributions to improving the healthcare industry, making it more accessible to patients, and making products more readily available.
