Building the Future of Neurology: Interview with Andrés Rodrigo Díaz – General Manager, Biogen Spain

Conversation highlights:

• Introduction of A.R.D as Biogen Spain’s new leader. 
• Biogen’s transformation: shifting from a traditional MS-focused model to a rare-disease and immunology-driven pipeline, rebuilding after the loss of exclusivity and positioning itself for long-term innovation. 
• Spain’s strategic role: Spain is a global clinical-trials powerhouse for Biogen, second only to Europe in patient recruitment, making Iberia critical for R&D and the adoption of innovation. 
• Rare disease focus in Iberia: 2026 priorities center on SMA, ALS, and newly approved ataxia, with strong momentum in reimbursement and access for high unmet-need populations. 
• Access requires system evolution: Complex next-generation therapies demand regulatory reform, updated HTA approaches, faster timelines, and increased public investment to ensure patient access. 
• Leadership & culture: Success depends on attitude, accountability, teamwork, and in-person collaboration, with AI seen as an enabler that frees time for high-value human engagement, not a substitute for it. 

‍

EF: What attracted you to the opportunity at Biogen Spain, and what objectives and mission have you set for yourself in this new role? 

AR: It was a personal decision for me to return to Spain, and while I was considering different opportunities, Biogen presented a very appealing and interesting option. I have always felt connected to the company. Biogen began in Spain in 2001 and has a much longer history in the United States, dating back 46 years. From the beginning, it stood out as a true biotech company built on science and innovation. Over the years, I have followed its journey, including its successes and challenges, particularly as it has focused on complex diseases with significant unmet medical needs. Sometimes that leads to major breakthroughs; other times, it requires starting over with a new approach. 

What ultimately made it was the strength of the current pipeline. Biogen has gone through a significant transformation in recent years. The company has expanded beyond multiple sclerosis into rare diseases and is now advancing into areas such as immunology and mental health. For me, the combination of a strong pipeline, the company’s size, and its identity as an American multinational made the transition feel natural. I have been here for nearly six months, and I am very glad I made that decision. 

EF: How do Spain and Portugal fit into Biogen’s global strategy, and why are these markets strategically important for the company? 

AR: Spain and the Iberian region play a very important role within Biogen, especially in research. For example, out of 21 global clinical trials, 17 are currently active in Spain. In patient recruitment for clinical studies, Spain ranks second in Europe, underscoring the strength of its contribution. This position is partly the result of Biogen's significant investment in Spain, which has built a strong local team focused on research and development and clinical trials. It is also due to the healthcare environment in Spain, which is supportive and open to adopting clinical trial strategies within hospitals. 

Another key factor is Spain’s long tradition, like that of other European countries, of openness to innovation. Clinical trials help set expectations and deliver real solutions for patients, which has historically enabled relatively rapid access to new treatments in Spain. The performance of the teams in Spain and Portugal has been consistently strong. Looking at past results, both countries have often exceeded organizational expectations, delivered high standards, and brought innovative solutions to patients at levels above the average seen in many other markets. Overall, it is the combination of strong research activity, solid execution, and Biogen’s commitment of resources to Iberia that makes the region so important. 

EF: Could you elaborate on your current portfolio, the therapeutic areas you are focusing on, and how this portfolio is evolving? 

AR: In Spain and Portugal, which we now refer to as Iberia, one of our main priorities for the next few years is rare diseases. Our goal is to bring our rare-disease pipeline to market and make these treatments available to patients. It is a challenging area because rare diseases entail significant unmet medical needs, and research can be high-risk. Sometimes you succeed, and sometimes you do not. This is quite different from the more established multiple sclerosis model we have worked with in the past. 

Looking ahead to 2026, our ambition is to establish a strong rare disease presence. There are three key conditions under which we are focusing our commercialization efforts. 

1. The first is spinal muscular atrophy. The treatment is already on the market, but we continue to add innovation through new formulations, dosing options, and additional clinical evidence to reinforce its value. 
2. The second is ALS. We launched the first treatment targeting a specific genetic mutation linked to this disease. It is not suitable for all ALS patients, only for those with the SOD1 mutation, but it has been approved and is now having a very positive impact. 
3. The third is Friedreich’s ataxia, another rare disease. We recently received approval in Spain, and the public health system confirmed that reimbursement will begin soon. This was an important milestone. Evaluating medicines for rare diseases is complex because traditional assessment models used for large populations do not always reflect their real value. Working closely with health authorities to demonstrate the benefits for patients has been critical. For many people with this condition, this is the first approved treatment in Spain.  

Beyond rare diseases, we remain a leader in multiple sclerosis, where we maintain a strong market position. We also have a biosimilars business developed in partnership with other companies. While biosimilars are not as innovative as new therapies, they deliver value to healthcare systems and create space for investment in cutting-edge innovation. We have promising developments in other areas. In certain neuromuscular diseases, we already have approvals from the European regulator and are working to make treatments available in Spain. These therapies often require changes in how the healthcare system diagnoses and monitors patients, so collaboration with authorities and partners is essential. 

Another important area is postpartum depression. A new treatment has been approved in Europe and is already marketed in the United States. Postpartum depression is more common than many people realize, affecting around 10 - 20 percent of mothers after childbirth. We are now working to explore how to bring this therapy to Spain. Looking further ahead, immunology is a very promising area in our pipeline. This includes developments in lupus. We also have an innovation in development with potential indications in kidney disease and other conditions over time.  

EF: How do you see the pathway to securing access to more complex and innovative therapies in Spain? 

AR: This requires changes in regulation and in the way the healthcare system is organized. Some steps are already being taken. In Spain, the government and public health authorities are working more closely with companies and patient organizations to identify what needs to change and how to improve the system. Legislative updates are underway, but for these reforms to have a real impact, the government must be able to formally approve and implement them. That process is not always smooth.  

One important area is health technology assessment. The current model does not always fit new and complex medicines, especially in rare diseases. These treatments often require more than just the drug itself. They need specialized centers, diagnostic tools, monitoring systems, and broader support. When evaluating a new therapy, the full ecosystem around it should be considered. The positive news is that the government appears open to regulatory changes, but turning proposals into real change can be challenging. Another key issue is timing. In theory, there are official timelines for decisions on access to medicines, but in practice, delays are common. I have seen this not only in Spain, but also in countries like Italy and Ireland. 

Delays usually happen for two main reasons. First, there are limited resources to properly evaluate new medicines and fully understand their value. Second, there are funding constraints. To make innovative treatments available in Spain and Portugal, investment is essential. This includes qualified personnel and sufficient funding for new therapies. When you compare Europe with the United States, spending per capita on medicines is generally lower in Europe, and prices are also significantly lower. Ultimately, improving access requires a change in mindset at the government level and clear decision-making within public healthcare systems, which are responsible for covering most of these diseases. 

EF: In today’s digital and AI-enabled environment, what qualities do you look for in your people, and how do you lead effectively at Biogen? 

AR: If I had to summarize it in one word, I would say attitude. For me, that is what truly makes the difference in both leadership and teams. You can have strong technical skills, excellent training, and speak several languages, but when you face a problem, what really matters is whether you step up and take responsibility or wait for someone else to solve it. When I interview new candidates, one of the main things I look for is their mindset. I pay attention to their energy, sense of ownership, and readiness to take initiative rather than avoid challenges. That proactive attitude is essential. 

Teamwork is another key element in building a strong organization. Individual contributions are important, but we operate in a complex environment with multiple functions and areas of expertise. What matters is how people collaborate, share success, and handle failure together. Those moments, both positive and difficult, are when you truly see how people behave. We are living in a time of rapid change, with digital transformation and artificial intelligence reshaping the workplace. Flexibility is important, and we support it. However, we also strongly value being present and spending time together. It is not just about completing tasks. It is about building culture. In the past two years, we have participated in workplace culture surveys and were certified as a Great Place to Work in Spain and Portugal. We also ranked highly in external evaluations. 

These recognitions matter because they reflect a real sense of belonging within the team, and that sense of belonging comes from sharing time and experiences together. Of course, leadership also involves delegating, empowering people, and trusting them. What I have noticed here, compared to some larger organizations with more siloed structures, is that when we face challenges, people do not hide behind their roles. Instead, they step forward and ask how they can help, regardless of their function. That collaborative mindset and positive attitude are, in my view, what truly shape our future success. 

EF: Is there any final message or important perspective you would like to share that we have not yet discussed? 

AR: I see artificial intelligence as an enabler rather than a replacement. The way we work is changing, but I do not believe it is there to replace people. Instead, it supports the organization and helps us become more efficient. The pharmaceutical industry has been adopting digital tools for years, but recently the pace has increased significantly. AI can automate certain tasks, simplify processes, and free up time. That time can then be invested in meaningful conversations, especially those that require human judgment and empathy. There are discussions and interactions, particularly with customers and stakeholders, that technology simply cannot replace. 

For a company like Biogen, which focuses heavily on rare diseases, neurology, and immunology, this can be a real advantage. These areas require deep engagement and understanding. AI can support us behind the scenes, but the human element remains essential. We are accelerating the adoption of artificial intelligence both in Iberia and globally. This is an important part of our broader transformation and a clear signal of how we want to evolve as an organization.