Read the Conversation
EF: What are Bayer's current priorities in Spain, and what can we expect from Bayer Spain in 2024?
BK: We are amid a global transformation, and we aim to become a customer-centric, agile organization delivering on our mission “health for all and hunger for none”. In the health industry, Spain is a significant player for Bayer, ranking second globally in our clinical trials, and first in Europe. The R&D scene is dynamic, with numerous skilled investigators and clinical trials, especially in oncology and cardiology.
Our focus in Spain revolves around three key areas: cardiorenal, oncology and ophthalmology. These areas are aligned with addressing the two main causes of death in Europe and Spain, namely cardiovascular issues and cancer. These are our immediate priorities for 2024. Simultaneously, we're dedicated to swiftly bringing our latest innovations to Spanish patients. Products targeting chronic kidney disease and diabetes, along with an additional indication for metastatic hormone-sensitive prostate cancer, are in the pipeline for 2024. While we continue to support our entire portfolio, these areas will take precedence in the coming months.
EF: How would you describe the strategic significance of the Spanish market to Bayer as a global company, and what is your pitch to HQ to attract resources?
BK: Spain is like a mirror reflecting our global presence. We've got everything here: health science, pharmaceuticals, and over-the-counter products making a robust commercial setup. In addition, we also have production facilities for all three divisions -Pharma, Consumer health, and Crop-. Our R&D centers are powerhouses, too: a cellular biology hub for agribusiness in Southern Spain, an over-the-counter (OTC) and pharma R&D center in Madrid, and a gene therapies R&D center up North. To top it off, we boast a Center of Excellence in Barcelona with 600+ experts supporting our global operations. This strong network stems from consistent investment and an outstanding team of professionals. And let's not forget Spain leads the pack in Europe for clinical trial projects, not just for Bayer but across the board.
EF: What strategic decision did you see behind the Viralgen acquisition, and why is Spain the right place to go into that?
BK: Let's dive into why this strategy is crucial for us. A few years back, we faced a choice: stick to being a traditional pharma company or aim higher as a leader in research, pioneering technologies, and advanced therapies. The clear decision was to be a breakthrough company. Over the years, we've crafted a robust platform, a blend of research and production capabilities. Take viral gene therapy as an example—it's not just about the product, but the process. Replicating at scale is challenging, demanding a sophisticated and consistent process for high quality and consistency. Today, we stand strong in cell and gene therapies, with research projects in diseases such as Parkinson's and congestive heart failure. We're excited as we go into other therapies in oncology and neurology. It's a strategic journey for us, and progressing well.
It's not just about the product but the process itself. Creating innovative methods is key to achieving innovative outcomes. Specifically in healthcare, Bayer has been at the forefront of the bio revolution. This revolution is fueled by unprecedented data and technological advancements in bioscience, enabling us to dream of curing instead of just treating and preventing rather than solely diagnosing.
Cell and gene therapies mark the beginning of this transformative journey, not just in healthcare but also in agriculture. Take high-value seeds, for instance—that resist drought, need less water, and withstand harsh conditions, empowering small and large-scale farmers to protect their investments, produce more with less land, and preserve the environment by reducing water consumption and CO2 emissions. This resonates deeply with Bayer's mission of “health for all, hunger for none” and addressing critical challenges we face today.
EF: How are you using technology to enhance your operations? Amidst the technological buzz, how do you distinguish useful technology for patients from noise?
BK: Selecting the right technologies is a massive challenge, and our approach involves constant exploration and experimentation. Let me share a practical example: with the global aging population, we recognize the need for precise diagnostics, but at the same time there's a shortage of radiologists. So, we introduced Calantic, an AI-based system, to our radiology business. It streamlines the patient journey, reduces the healthcare burden, and increases the capacity to treat more patients by automating manual tasks for radiologists and minimizing errors.
On another note, we're getting closer to patients' needs. For instance, we launched Prostate Gym – an Alexa app for prostate cancer patients. Patients can tell Alexa their symptoms, and it suggests home exercises. These are just a few examples; these technologies speed up processes in clinical trials. Moreover, we have centers of excellence worldwide, like the one in Barcelona, collaborating with entities like Barcelona Health Hub and Collider from the Mobile Foundation. This constant collaboration with startups often leads to fantastic ideas, learnings, and, sometimes, successful experiments.
EF: What value does Bayer see in being part of all these different associations? How are you working together to push the industry forward?
BK: Collaboration is a non-negotiable aspect of innovation, whether crafting digital solutions or handling clinical trials. In Spain we collaborate extensively with academic and clinical institutions. In 2022 alone, we had over 3500 patients enrolled in 81 research programs, highlighting the pivotal role of collaboration. When it comes to healthcare and delivering high-quality patient care, collaboration is key.
EF: Could you tell us how you're nurturing the next generation of talent and how are you involved in this?
BK: Our program is a source of pride, steadily growing each year. We bring in over 20 young talents annually, offering them a chance to learn and contribute across various medical, marketing, and regulatory areas. It's like seeing things through their eyes, which is incredibly valuable for us. Their feedback is gold. We recently chatted over breakfast, and their insights, likes, dislikes, and suggestions are immensely helpful for our growth and evolution. Interestingly, almost 30% of our new hires come from this program. Today, some of our key leaders began their journey here. They come from diverse universities specializing in market access, marketing, and medical fields. It's not just a talent pool; it's a learning hub, and we couldn't be happier with its success.
It's fantastic to see these initiatives taking shape, especially given the evolving healthcare landscape. In our Center of Excellence in Barcelona, we're fortunate to have a team of data scientists and AI specialists right next to us, making collaboration seamless. The exciting part is that some of them have developed global solutions, and we now see them rolled out throughout Bayer. This internal and external interaction through our open international platform brings a dual benefit, and we consider ourselves fortunate to have both sides of the coin.
EF: If you had to create a roadmap to a prosperous and sustainable healthcare system in Spain, which three base pillars would be most important for you and Bayer?
BK: Europe's at a juncture where it needs to step up its innovation game, not just as individual countries but as a unified block. In recent decades, we've slipped behind the US in attracting innovation and investment. For instance, in the late '90s, the investment gap between the US and Europe was $2 billion; now it's $25 billion. Europe used to contribute 40-50% of innovations; now it's down to 20%. My roadmap would focus on incentivizing and nurturing innovation, safeguarding intellectual property, and attracting investments for manufacturing and research to regain Europe's position at the forefront.
Secondly, these innovations must benefit everyone equally, ensuring accessibility to medicines for all Europeans, irrespective of nationality, and promoting sustainability and equality. The third point is collaboration – this isn't a one-institution job. We need robust public-private collaborations across Europe, protecting and ensuring sustainability in the long run. It's a challenging task that demands smart minds working together and making decisions that prioritize patients and sustainability. Healthcare investments aren't just costs; a healthy population drives economic growth. That's how we should view it.
EF: What accomplishments are you most proud of during your trajectory in Bayer, and what innovations and technology do you look forward to in Spain’s future?
BK: It's hard to pinpoint just one event, but I'm incredibly proud to be part of a company that's evolved over 160 years. We've been constantly transforming ourselves and are now focusing on being a life science company with a vision to lead the bio revolution. Our goal is to turn the idea of “health for all and hunger for none” into a reality. Looking ahead to 2050, with roughly 10 billion people, over 20% being 60 or older, we face the challenge of producing more food and suitable medicines for a healthier, longer life. However, this needs to happen while dealing with climate change, which is affecting our ability to cultivate land. Being part of a company dedicated to this purpose has been an incredible journey for me, and I've enjoyed it over the past couple of decades in different parts of the world.
