Read the Conversation
Meeting highlights:
- Christian Wieszner’s Mission for Germany: Strengthen CSL Behring’s footprint in Germany by driving innovation, fostering a high-performing and inclusive team culture, and overcoming access hurdles to therapies to benefit patients, the healthcare system, and the company.
- Germany as a Key Market for CSL Behring: Germany plays a strategic role in CSL Behring’s global operations, particularly in plasma collection, research, and manufacturing. The company currently operates 17 plasma collection centers across the country and has invested more than €600 million in Germany over the past years, including a state-of-the-art base fractionation and R&D campus in Marburg.
- Innovation in Plasma and Gene Therapies: Plasma fractionation remains CSL Behring’s core business, but the company is expanding into innovative therapies, including gene therapy for hemophilia B. The challenge is ensuring sustainable funding models for these high-cost, one-time treatments while improving patient access.
- Challenges in the Healthcare Landscape: The pharmaceutical industry in Germany faces rising costs, regulatory challenges, and the need for a stable, investor- and innovation-friendly policy environment. CSL Behring advocates for policy changes, such as removing discount contracts on plasma-based products and increasing government awareness of plasma’s critical role in healthcare.
- Commitment to Talent and Future Growth: The importance of attracting and retaining top talent, particularly in emerging areas like AI-driven healthcare and gene therapies. CSL Behring is working on strategies to build local expertise and ensure its workforce is equipped to handle future scientific and technological advancements.
EF: Can you share your mission and vision when starting this role?
CW: Whenever I step into a new role, I always ask myself: How can I guide my team to make a lasting impact? Returning to Germany after spending most of my career abroad has been an interesting experience. Germany is facing challenges, but it also presents significant opportunities. One of my main goals has been to position Germany at the forefront of bringing CSL’s innovations to patients. That means improving access and reducing barriers in a way that benefits everyone—patients, the public healthcare system, and CSL. This is especially important because Germany operates on a solidarity-based healthcare system, meaning society as a whole funds medical advancements. To me, that translates into a responsibility for cost-effective and efficient healthcare spent.
Our responsibility is not just to introduce innovation but to ensure it reaches patients in a financially sustainable way. This is particularly relevant when it comes to gene therapy. Beyond that, I am focused on strengthening CSL’s presence in Germany, building a high-performing team, and creating an inclusive and diverse culture that drives innovation, agility, and success. Something that has always been important to me—regardless of my role—is talent development. Attracting and retaining the right people is essential, and I am pleased with the progress we are making, especially as we emerge from the pandemic.
EF: What can we expect from CSL Behring in Germany in 2025, and what are your key priorities?
CW: Every year brings new opportunities and challenges, and this one is no different. In Germany, the political landscape is shifting, with elections happening sooner than expected. At the same time, the healthcare system is evolving and making progress but also facing new obstacles. From a company perspective, we are preparing to launch two new products. Europe, and Germany in particular, have become key players in the plasma industry. While innovative products like monoclonal antibodies and gene therapy are exciting advancements, the foundation of our business remains plasma.
Germany plays a leading role in this field, supported by highly specialized manufacturers and providers responsible for plasma collection and developing innovative plasma-based treatments. CSL has a strong presence in Germany, especially in Marburg, where we have a major production footprint. It is crucial that decision-makers, policymakers, and the public at large understand the significance of the production of plasma derivatives. Recognizing the unique nature of this industry is the first step in ensuring its continued success and advancement.
EF: Can you provide an overview of your current portfolio and how you expect it to evolve in the coming years?
CW: Let me take a step back and give some context. While I am here representing CSL Behring, I also speak on behalf of CSL as a whole. CSL is a global biotech company dedicated to improving human health and serving patients worldwide. Our portfolio includes life-saving medicines for conditions like hemophilia and immune deficiencies, as well as influenza vaccines, which are particularly important for pandemic preparedness, such as with avian flu, iron deficiency, and nephrology products. Over the past few years, we've all learned valuable lessons about the importance of this field.
CSL operates through three main divisions: CSL Behring, which focuses on therapies for serious medical conditions; CSL Seqirus, which is responsible for influenza vaccines; and CSL Vifor. In total, the company employs about 32,000 people worldwide. At CSL Behring, our mission is to not only develop innovative therapies but to ensure they reach the patients who need them most. We focus on key therapeutic areas, including immunology, hematology, cardiovascular and metabolic diseases, respiratory conditions, and transplants. To support this, we have built three core scientific platforms: plasma fractionation, which is the foundation of our work; recombinant protein therapies, especially for hemophilia; and new, cutting-edge approaches like cell and gene therapy.
Germany plays a crucial role in our research and development efforts. Beyond commercial operations, which I oversee, we also have a strong R&D presence, backed by over $5 billion in investment over the past five years. This commitment to innovation is what allows us to continue developing life-saving treatments. Looking ahead, we are expanding geographically—not just in Latin America and Asia-Pacific but also within Europe. However, just as important as growing our presence is advancing our portfolio. At the beginning of this year, we received regulatory approval for Garadacimab, a new treatment option for hereditary angioedema (HAE), in Australia, the UK, and Europe, which was only recently approved by the European Medicines Agency... CSL has been committed to the HAE community for over 45 years, and this new therapy is a significant step forward in improving patient care.
EF: What strategies do you use to develop local skill sets and equip your team to manage new scientific and technological advancements?
CW: I think it is not just about introducing new treatments to the market—it is also about adapting as a company and developing the right skills to support these innovations. We need to strike a balance between experienced employees, whose knowledge and achievements are invaluable, and new colleagues who bring fresh perspectives from other parts of the industry, or even different industries. This mix helps us evolve not just our business model but also the way we approach innovation. Take Etranacogene dezaparvovecnix, for example. It is the first gene therapy for hemophilia B approved in the EU, representing a groundbreaking scientific advancement. However, beyond the science, it also introduces new challenges in terms of making such a treatment accessible and sustainable within public healthcare systems. Unlike traditional therapies that require lifelong treatment, this is a one-time therapy with the potential to significantly improve a patient’s quality of life. However, the financial model for such treatments is different—it presents an upfront cost rather than ongoing payments, which can put pressure on healthcare budgets.
Addressing these challenges requires a team that is innovative, adaptable, and willing to tackle new problems head-on. We are essentially figuring things out as we go since there are not many existing examples to follow. While some companies have struggled or chosen to exit the gene therapy space, our goal is clear: We are committed to making this treatment available to the patients who need it most, through the healthcare community in a way that is - as said before - sustainable for the health system as well.
EF: Can you provide an overview of Germany's strategic importance to CSL Behring and your commitment to the country?
CW: Germany is one of our most important markets, not just for business growth but also for research and manufacturing. The country has a strong ecosystem for the plasma industry, and we want to ensure it remains attractive in the future. That is one of the key challenges my colleagues and I are working on. Currently, CSL employs over 4,000 people in Germany, with a major presence in manufacturing, commercial operations, and research. Marburg, in particular, plays a crucial role, in producing therapies for patients in more than 100 countries. The site is closely linked to our commercial footprint in the Frankfurt area and is part of our effort to build a strong innovation ecosystem for life sciences. Marburg has deep roots in the biotech and healthcare sectors, with strong partnerships between CSL Behring, local startups, policymakers, and universities. To reinforce our commitment, CSL has invested more than €600 million in the Marburg site in recent years, including a state-of-the-art base fractionation and one of its largest R&D centers in the world, located in the heart of Germany. Additionally, we operate 17 plasma collection centers across the country, ensuring we maintain a strong and independent supply chain, reducing reliance on plasma collected in the U.S., especially given global uncertainties like elections and policy changes.
Germany’s federal government has taken initial steps to strengthen the pharmaceutical industry with the National Pharma Strategy. While this is a positive start, real progress will come from implementing concrete policies that make Germany a more attractive location for investment and innovation in plasma therapies. We need stable and predictable policies that encourage long-term investment, as frequent regulatory changes create uncertainty for companies like ours. The pandemic highlighted the importance of a stable plasma supply. During that time, we faced significant shortages of plasma-based therapies, which are essential for patients with chronic immune deficiencies. To avoid future shortages, we need a business environment that supports both manufacturing and commercialization. Increasing production costs, energy prices, and inflation present significant challenges, especially in the plasma industry, where manufacturing is more complex and expensive, based on longer production and planning cycles compared to producing traditional pills. Since plasma collection costs are high and cannot be easily scaled, we need policymakers to recognize the unique challenges of plasma-based therapies.
To support the industry, we must raise public awareness about the importance of plasma. The government plays a key role in educating the public and ensuring policies protect sustainable patient access to plasma therapies. One major issue is the practice of mandatory discounts on plasma-based products. With global demand for immunoglobulins exceeding supply, imposing price controls in Germany could drive these critical products to other markets, putting German patients at risk. Additionally, policies like the automatic substitution of plasma therapies, similar to what happens with generic drugs, are problematic because there are only a few manufacturers, making such substitutions impractical and potentially harmful. Germany and the EU must also implement an effective early warning system to monitor and prevent shortages of essential medicines. Many efforts are already underway, but further collaboration between the industry and policymakers is needed to ensure a stable supply of plasma therapies for the future.
EF: Are you working on any initiatives to raise awareness about diseases like hemophilia and plasma-related therapies for stakeholders, patients, and their families?
CW: We are deeply committed not only to plasma-based therapies but also to advancing treatments in the key therapeutic areas we focus on. Our goal is to make a real difference in the lives of patients and their families. To achieve this, we focus on what we do best—research, development, manufacturing, and ensuring patients can access our products. Beyond that, we actively support patient advocacy groups and scientific communities to raise awareness, educate healthcare professionals, and foster scientific discussions. We see ourselves as part of a larger healthcare system and work closely with various stakeholders to drive progress which clearly include payers and policy makers as well.
One major breakthrough in healthcare is gene therapy, which has the potential to transform medicine by treating or even curing diseases previously considered untreatable. This is not just about our asset, Etranacogene dezaparvovec, but about a broader revolution in treatment. However, while gene therapy offers incredible opportunities, it also presents major challenges in terms of funding and infrastructure. Regulators, such as the U.S. FDA and the European EMA, anticipate around 20 new gene therapy approvals per year in the coming years. This means healthcare systems, especially in Western countries, must prepare for both the benefits and financial challenges that come with these innovations.
At the start of 2023, CSL Behring achieved a significant milestone when Etranacogene dezaparvovec, the first gene therapy for hemophilia B, received approval from both the FDA and EMA. This treatment can significantly reduce bleeding episodes with just a single infusion. However, bringing such a groundbreaking therapy to patients requires more than just approval—it also requires new approaches to reimbursement and pricing. To ensure patients can access gene therapies, we need to rethink how these treatments are funded. Traditional reimbursement models, which are designed for chronic treatments rather than one-time therapies, may not be suitable. That is why we are working closely with governments and healthcare stakeholders to explore innovative payment models. One approach we are proposing is an outcome-based model, that is new and innovative by basically taking a major initial budget impact away („no upfront price“), where payments follow what is being paid for the existing alternative treatments.
In Germany, we are currently negotiating pricing with the national health insurance (GKV-SV). Our proposal is a success-based annual payment model, which ensures predictable costs and aligns with the price of existing long-term treatments. Under this model, reimbursement would be spread out over several years, only continuing if the treatment proves successful. This approach could make gene therapy more sustainable for healthcare systems while ensuring faster access for patients. We are excited about this initiative and remain committed to working with stakeholders to find sustainable funding solutions for innovative therapies. Our hope is to successfully conclude these negotiations in the first quarter of this year and continue driving medical innovation forward.
EF: What key lessons have you learned from your international experience, and how do you plan to apply them now that you are back in Germany?
CW: My biggest advice is to stay curious and embrace every opportunity, even if it feels like a challenge. Instead of seeing difficulties as obstacles, view them as chances to learn and grow. This mindset has been valuable for many young professionals, including those I have mentored. Sometimes, growth means stepping out of your comfort zone, but that is how you evolve both personally and professionally. If you are in a company that invests in your career development, take full advantage of it—it is a privilege.
Another fulfilling aspect of my work is building strong teams, helping people grow in their careers, and seeing them succeed. It is incredibly rewarding to support others while working in an industry that truly makes a difference in people’s lives. Knowing that our work has a real impact keeps me motivated, just as it did when I first started my career.
