Read the Conversation
Meeting highlights:
- Professional Background: Four years with Biogen, with experience spanning both Russia and Saudi Arabia.
- Regional Consolidation: Strengthening Biogen's presence across the GCC region to drive consistent growth and outreach, aligning Vision Saudi Arabia's 2030 with the Growth plans of Biogen.
- Clinical Trials in Saudi Arabia: Given the high prevalence of rare diseases in Saudi Arabia, there is a critical need for clinical research to address these conditions and expand understanding through study.
- Capability Building: Saudi Arabia, the largest pharmaceutical market in the region, is a key area for growth. A center readiness assessment is underway to ensure that Biogen reaches patients efficiently and effectively.
- Innovation and Prevention: Beyond introducing innovative treatments, Biogen is committed to early prevention and early treatment of rare diseases.
- Digital Transformation: Leveraging AI to enhance patient support and streamline healthcare delivery.
- Education and Workforce Development: Biogen is focused on educating both patients and healthcare providers while building a skilled workforce in rare diseases.
- Market Leadership: Establishing Biogen as the region's leader in rare disease treatment and management.
EF: After spending two years in the GCC, could you provide more details about your approach to Biogen's operations and current priorities, particularly in Saudi Arabia?
DK: About four years ago, I started working at Biogen. I was initially in charge of Biogen's CIS, Russia, and Turkey markets before transitioning to the GCC two years later. Initially, we collaborated with a distributor who handled our products on behalf of the Cambridge-based Biogen headquarters. Biogen then established a direct presence in Riyadh, Saudi Arabia, and Dubai. Consolidating these two groups into a single GCC organization was my primary responsibility when I was appointed to my role.
Saudi Arabia's Vision 2030 is a vision that we believe in, so we established our regional headquarters in Riyadh. The region is extremely interconnected; for instance, physicians from the United Arab Emirates are familiar with their Saudi counterparts, and vice versa; Omani doctors are familiar with Kuwaitis, and so on. As a result, we combined the affiliates into one, which posed an exciting opportunity for growth within the organization as the geographic scope was increased. Evolving in overseeing six Gulf countries is a fantastic opportunity.
Before, we only operated a technical, scientific office in Saudi Arabia; my responsibility was to transform it into a full trading entity, which entailed self-importing. Establishing the regional headquarters and fulfilling the Minister of Investment's requirements are two more significant accomplishments in 2023. Another major project is an agreement we made this year as part of the economic participation policy, which will allow us to compete with new contenders.
In the Biogen GCC region, Saudi Arabia is the largest market. We have a number of priorities in Saudi Arabia, including bringing in innovation and delivering the latest products as quickly as feasible. Clinical research is the other priority. Rare Diseases in Saudi Arabia are more prevalent than in other countries, and there is a strong desire for clinical trials. We believe we can bring a lot of value to Saudi Arabia. It also provides an opportunity from a research perspective because there are more patients, simplifying patient recruitment.
Building capabilities is the other top priority. Saudi Arabia is six times larger than Germany. From my vantage point, the country's healthcare system is highly developed in places like Riyadh, Jeddah, and Dammam, and this is an opportunity to further develop it in the South and rural areas. For instance, 11,000 of the 20,000 or so people with multiple sclerosis in Saudi Arabia will receive treatment. According to doctors at the King Faisal Hospital in Riyadh, several patients travel over 500 kilometers to get treatment. This implies that the patient must travel numerous hours each month to receive treatment. There is a need to have a better distribution of neurologists in the country who can treat patients.
Bringing innovation is one of the things we are doing. The Government is making a remarkable effort to educate the sector, and I am proud to aid in educating neurologists, conducting center readiness assessments, and essentially training multidisciplinary teams. We are here to help expand their knowledge about rare diseases and how to treat patients properly.
EF: Could you elaborate on the market and what challenges and opportunities you see ahead?
DK: Saudi Arabia is undoubtedly a significant market, with 32 million people living in the country. Driving a Vibrant Society with the goal of raising the average life expectancy from 74 to 80 years is a remarkable objective, and we are proud to help achieve this.
The challenge with rare diseases relies on scalability because they typically only affect a few people. For instance, we are currently registering a product for SOD1-ALS in Saudi Arabia. About 25 people in the Kingdom suffer from this illness, and that number might rise to about 40 if the GCC is taken into account. There may be roughly 100 patients if we extend it to the Middle East and Northern Africa. It will not be financially viable to establish a factory for 100 patients.
EF: Could you provide more details about how you envision Biogen contributing to Vision 2030, keeping in mind the recent Global Health Exhibition's focus?
DK: The vision of Biogen is very clear: to contribute to the development of a thriving society and increase its longevity. While disease treatments are beneficial, the ultimate goal is creating disease cures. Our medication is great; it improves people's lives and prevents the progression of diseases, but our goal is to develop cures for diseases. Prevention is another crucial component. Saudi Arabia began premarital screening, which is an essential first step. Newborn screening is the Kingdom's next step. We know from experience that screening newborns for various genetic diseases would allow for early disease treatment. We would have far better results if a disease could be identified and treated early.
For instance, in the disease area we are working on, spinal muscular atrophy, it is scientifically established that early treatment yields significantly better results than delayed treatment. Couples can avoid many problems through premarital screening. For example, if a risk is identified for when they have children, it is better that they are aware of it and better prepared. We strongly agree with the Government's genetic testing plan. Early disease detection will lead to early treatment.
It is also critical to be aware of certain treatments. Although neurologists are trained to recognize some diseases, they might not seek them out because they are unaware of viable treatments. It is crucial to inform doctors about the availability of genetic testing due to accessible therapies and educate them on the science supporting these treatments so that patients can make informed choices.
EF: What are the key pillars of a sustainable healthcare system?
DK: The education of citizens and physicians, initiated by the previous king thirty or forty years ago, is one of the most impressive things in Saudi Arabia. You will notice that Saudis speak fluent English. Most locals completed internships and studied abroad in countries including the US, Canada, and the UK. After spending time abroad, they bring their knowledge and expertise back to their own country. As a nation, it is good to have well-educated citizens such as the Saudis.
They are also developing a very robust university program in the interim. For instance, the new pharmacists graduating from Saudi Arabian universities are highly educated and skilled. It begins there; you must have that foundation. Regarding long-term, sustainable healthcare, the nation is nationalizing, and while many foreigners still work there, which is fantastic, an increasing number of Saudis are serving as doctors and in other high-level government positions.
It must continue to grow since it cannot be sustained without the local workers, and the Government is doing excellent work. People are currently receiving their education in the southern region, and they are drawn to Riyadh because of the greater opportunities there. Hopefully, in the near future, more people will stay in the South for work. If not, there will be some centers in the country with first-rate medical care, but there will also be several locations that cannot handle complex medical conditions.
EF: Five years from now, when Biogen is more established in the area, and Vision 2030 has passed. How do you want people to remember Biogen?
DK: In five years, I want the doctors in the area to know that Biogen is a company that focuses on rare diseases and helps them with capacity and capability building and educational initiatives. I would like Biogen to be recognized for introducing numerous clinical trials to the area, for innovative access schemes, and for being an excellent partner.
