Read the Conversation
Meeting highlights:
- AmCham Mexico’s Strategic Focus on Membership Expansion: A new chapter in Northwest Mexico; the “Extend Our Reach” initiative targets diverse industries.
- Strengthening Committees: Promoting public knowledge sharing, enhancing government engagement, and achieving success in healthcare advocacy.
- AmCham’s Bold Communication Strategy: Expanding social media presence and global outreach.
- Proactive Approach in Healthcare: Leading initiatives rather than merely reacting.
- Balancing Business Interests: Committee-driven governance ensures consensus and transparency.
- AI & Digital Transformation in Mexico: AI reshaping industries, including healthcare, supply chains, and risk assessment.
- Collaboration with the Government’s Digital Transformation Agency: Aiming to streamline bureaucracy.
- AmCham’s Role in Economic Collaboration: Maintaining strong USMCA ties as a 2025 priority.
- Mexico’s Economic & Demographic Advantage: A strong future driven by a young workforce and nearshoring opportunities.
- Healthcare as a Pillar for Economic Growth: Recognizing its role in sustaining long-term development.
EF: What attracted you to join AmCham, and what mission did you set for yourself upon receiving this appointment?
PA: I was living in Washington, D.C., working on the bilateral relationship between Mexico and the United States at the U.S.-Mexico Foundation. Before that, I was involved with the Business Coordinating Council, helping coordinate key initiatives, including the USMCA negotiations and the U.S.-Mexico CEO Dialogue. One I received a call inviting me to take part in the selection process, and the rest is history.
As for my mission, the American Chamber of Commerce is one of the most influential business organizations in Mexico. This year, we are celebrating 108 years since our founding in 1917, the same year as Mexico’s Constitution. Over the past century, AmCham has played a crucial role in strengthening U.S.-Mexico relations. Today, our community accounts for 25% of Mexico’s national GDP, employs more than 10 million people and serves as a vital bridge between the private sector and governments on both sides of the border.
However, I saw an opportunity to build on this strong foundation by fostering a more innovative, forward-thinking, and solutions-driven organization. We aimed to transform AmCham into a kind of "think and do tank," leveraging our committee network—led by Guillermo—to bring together companies and executives who generate data-driven insights and actionable proposals. Our goal is to ensure these ideas contribute to public discussions and inform decision-makers.
This shift in mindset has positioned AmCham as an essential voice at key decision-making tables. Rather than merely raising concerns, we prioritize offering concrete solutions alongside any challenges we highlight. As a result, we have become one of the top business organizations in Mexico, and we are now striving to achieve that same level of influence across North America.
EF: As you work toward establishing AmCham as the most influential and innovative business organization in Mexico, where are you focusing your resources? What key steps have you identified to achieve this positioning?
PC: There are three key pillars guiding our strategy. First, we have been focused on strengthening and expanding our membership. For the first time in 50 years, we opened a new chapter—this time in the northwest of Mexico. Before that, the last expansions were in Monterrey 50 years ago and Guadalajara 60 years ago. This marks a major step in increasing our regional presence and attracting new companies nationwide. We have launched an initiative called "Extend Our Reach" to bring in not only geographically diverse members but also new industries. We are incorporating startups, tech companies, and emerging players in the business ecosystem—many of whom are not traditionally engaged in business organizations. Our goal is to bring in fresh voices and perspectives.
The second pillar is our committee network. Historically, AmCham has had a strong, well-established system of working committees. However, in the past, these committees primarily focused on internal discussions and diagnostics. My goal has been to make our knowledge more publicly accessible and foster an open-source mindset. Instead of limiting insights to a select group, we want members to actively contribute to shaping our collective voice. Additionally, we have pushed our committees to engage more boldly with both federal and state governments across the country, strengthening relationships and expanding our impact. Guillermo has played a key role in making this happen.
A great example of this approach is the healthcare industry. While AmCham is not a sector-specific organization, our health committee has become one of our strongest, building excellent relationships with authorities and setting an example of how we can add value across industries.
The third pillar is communication. No matter how much we accomplish, if we do not communicate effectively, it is as if it never happened. We have taken an assertive approach to social media, sought new platforms to amplify our message, and worked to ensure our voice is heard nationally and internationally. These three pillars—membership expansion, strengthening our committee network, and bold communication—are the foundation of our strategy.
EF: How have you established such a strong presence and network within the healthcare sector and community? What led you to recognize this as a key area of focus?
GB: There are two main factors that contributed to our strong positioning in the healthcare sector. The first, and most important, is the proactive mindset of actively producing valuable content and driving initiatives rather than waiting to react. The second was a key timing opportunity that arose during the pandemic.
At that time, COFEPRIS was facing significant delays, particularly in approving essential supplies needed to address the health emergency. Recognizing the urgency of the situation, we collaborated with the Ministry of Foreign Affairs, COFEPRIS and the U.S. Embassy to develop a structured matrix that leveraged our members’ expertise to help prioritize these critical goods. This mechanism proved highly effective in alleviating bottlenecks and expediting necessary approvals, directly contributing to the pandemic response.
From there, we built a strong working relationship with COFEPRIS, proposing regulatory improvements, enhancing reliance mechanisms, and streamlining the approval process for sanitary registrations. As a result, AmCham became a key player in regulatory discussions, attracting interest from pharmaceutical companies worldwide—even those outside the U.S.—who sought to engage with the mechanisms we had developed.
Another critical factor has been the strength and diversity of our membership. We represent not only major multinational pharmaceutical companies but also prominent local pharma firms, medical device manufacturers, retail pharmacies, and other stakeholders across the healthcare ecosystem. This broad representation gives us a panoramic view of the industry, allowing us to address both strategic and technical challenges effectively. Additionally, we have highly engaged CEOs and technical experts within our network, which enhances the depth and quality of our discussions.
Finally, our healthcare committee has evolved significantly. Initially structured around four core groups—prevention, regulation, government engagement, and regulatory reliance—we have since expanded to capture the full potential of the industry. We now have dedicated groups for medical devices, clinical trials (which we see as a major growth opportunity under USMCA), and consumer healthcare. This expansion allows us to take a more comprehensive and forward-looking approach to supporting the industry’s development.
This year, we are launching a new group focused on the consumer side of healthcare. Big consumer product companies are involved, exploring ways to promote wellness and encourage healthier consumption habits.
Our approach is to leverage the full potential and expertise within our membership to develop proposals across a wide range of topics—not just in traditional pharmaceutical and regulatory areas, which remain strong pillars, but also in emerging and cross-sector opportunities that can drive meaningful impact.
EF: How do you navigate the diverse interests of the companies you represent, given that some large local firms aim to secure FDA approval for market entry, while others focus on different priorities?
GB: Management through committees is a good way to balance the agenda. These groups operate independently, advancing their own agendas before coming together in broader sessions to engage in discussions. This structure is one of AmCham’s key strengths, though it also presents challenges. Balancing diverse corporate interests and reaching a consensus can take time, but the outcomes are highly robust. When an entire industry aligns with a unified position, it becomes significantly easier to advocate for meaningful change.
It is certainly a challenge, but compared to other business organizations, we have a stronger track record of reaching consensus. This ability is embedded in our mission and values. We often see the same industry players struggling to align in other forums, yet within our community, agreements are reached more frequently. The key lies in our transparency, honesty, and well-defined governance. Clear objectives and structured decision-making create an environment where companies can engage constructively.
EF: To what extent is AI shaping the future strategies of companies in Mexico? How much interest are you seeing from your members in adopting AI-driven solutions?
PC: I would say AI is becoming central to nearly every aspect of business. There is significant interest and curiosity, with many companies actively integrating AI into their solutions and future strategies. I see numerous cross-industry discussions focused on AI-driven innovation, as well as companies developing AI tools to enhance productivity, agility, and business efficiency.
Healthcare is no exception. Companies are leveraging AI in drug development, vaccine research, and broader healthcare applications. Even insurance companies are utilizing AI for risk assessment and predictive analytics, impacting the overall health system.
Beyond healthcare, AI is transforming supply chain management, supplier relations, and inventory control. Our network has been fortunate to have leaders like Microsoft, Meta, Google and Kyndryl driving these discussions, educating our members on both AI’s opportunities and risks. These conversations extend beyond the Innovation Committee, where AI regulation is actively being shaped and is gaining momentum across all sectors.
In Mexico, an interesting development is taking place with the new administration under President Claudia Sheinbaum. She has established a new Digital Transformation Agency, officially named "Agencia de Transformación Digital y Telecomunicaciones".
This agency is led by Pepe Merino, who previously served as the key technology advisor to the president during her tenure in Mexico City. The government is now implementing an ambitious digitalization strategy aimed at streamlining processes and reducing bureaucratic inefficiencies.
A major focus will be on significantly cutting the time required for permits and approvals by introducing a single-window system. This system would allow citizens, businesses, and investors to interact with the government more efficiently. For instance, if someone needs to make a health-related investment, they would no longer have to navigate multiple agencies like the Ministry of Economy or the tax authorities separately. Instead, all processes would be integrated into a centralized digital platform.
This initiative is bold and will require coordination across all government agencies. If successfully implemented, it could be a game changer, improving government efficiency and fostering a more business-friendly environment.
EF: What will 2025 be the year of? Fast forward to December—when you raise a glass of champagne to celebrate the year, what achievements will you be toasting? What are your top priorities for the year, and what legacy do you aim to build in 2025?
PC: I believe 2025 will be a year of global uncertainty. A new world order has been taking shape over the past eight years, though many may not have fully realized it. This could be the year when we collectively recognize just how much things have changed—and continue to change. However, as this new system takes form, we will likely face significant uncertainty.
A major factor will be the return of Donald Trump to the presidency. He will act decisively, knowing he has only four years with no possibility of reelection. His focus will be on cementing his legacy and reshaping the role of the United States in the global landscape.
For Mexico, history shows that our economic and political landscape is deeply tied to the United States, with over 80% of our exports heading there. Jobs, investments, and much of our economic trajectory depend on U.S. policies and shifts. Given this reality, the American Chamber of Commerce plays a crucial role in navigating these complexities.
GB: If by December 2025 we can raise our glasses and say that we successfully steered through this uncertainty—remaining at the center of decision-making, acting as a bridge between diverging perspectives, and driving forward a long-term vision for shared prosperity between Mexico and the U.S.—then we will have truly succeeded.
Our mission is to cut through political noise, keep integration between our countries strong, and provide solutions that maintain USMCA as a force for economic collaboration. If we achieve that, I will be celebrating alongside my leadership team, knowing we played a pivotal role in shaping this evolving landscape.
EF: Is there any other reflection you would like to share?
PC: I have two comments. Firstly, when the Chamber was founded 100 years ago, its sole purpose was to serve American companies and American executives.
However, as the world has evolved, so has our membership. Today, we represent not only American companies but also Mexican and international companies, with the key requirement that they have business ties—whether as suppliers, partners, or stakeholders. Our members include all major American and international pharma companies. This broader membership base is important to keep in mind.
My second comment is based on our understanding of macro global trends, Mexico’s integration with the United States in the coming years will place it in a stronger position than it is today. We believe Mexico's economic future is set to become even more prosperous, with significant growth and an influx of investment.
A key factor in this outlook is demographics. While Canada and the United States are gradually experiencing the demographic challenges faced by highly developed Western nations—though not as severely as Europe—they are headed in that direction. In contrast, Mexico aligns more closely with Latin America's demographic trends, though not to the extent of Africa. We still have a demographic boom and a relatively young population, being about 10 years younger than Canada and 8 to 10 years younger than the United States.
This dynamic presents unique opportunities, particularly in the healthcare sector and the broader economy. We are already witnessing shifts, such as changes in the demand for baby formula and diapers, as birth rates decline. Mexico is on a trajectory similar to Europe’s but is about 20 years behind. If we can anticipate these shifts and strategically leverage them, we can position Mexico as a vital economic complement to the U.S.
This also extends to healthcare, where demographic shifts will drive changes in demand and innovation. Learning from the experiences of Europe, the U.S., Canada, and even China over the past two decades will be crucial. If we act strategically, Mexico’s role in the North American economic framework will become even more significant.
In terms of demographic composition, Mexico today is where Brazil was 15 years ago and where China was 30 years ago. This effectively gives Mexico a 30-year advantage over China in terms of demographic potential. Of course, we do not have a billion people—we have 130 million—but the structure of our population and its evolution present significant opportunities for the country.
Within the opportunity matrix of Amcham, when analyzing nearshoring and the future economic trajectory of our country, many focus on factors like human capital, skills, infrastructure, energy, and more. However, I do not see many other business communities—except those directly involved in health—considering health as a core element for Mexico's success in nearshoring.
A healthy workforce directly translates into a healthy economy. If we do not prioritize health in our strategic planning, we will face challenges. Fortunately, at Amcham, we have made health a central part of our strategy for the country’s development in the coming years.
