Read the Conversation
Conversation highlights:
- Leading EAMEA involves managing a diverse region spanning Eurasia, the Middle East, and Africa, with strategies aligned to global priorities.
- Takeda aims to make Africa and the wider EAMEA region a reference for the rest of the world in terms of access and innovation.
- The three main missions are ensuring sustainable growth, driving innovation through new launches, and preparing the region for the future pipeline.
- Focus is placed on high-value therapeutic areas such as oncology, rare diseases, transplants, and GI to improve patient outcomes beyond primary care.
- The long-term vision is to make EAMEA a global reference for Takeda in access, innovation, clinical studies, investment, and talent development.
- Cultural learning is highly valued, with a proposal to reconvene in six months to review outcomes and ongoing projects.
EF: In this new role, what mission have you set for yourself?
HP: This is a very exciting opportunity; not just because of the business itself, but also because I now have the chance to manage such a diverse, proactive area full of opportunities. When we say EAMEA, we refer to Eurasia, the Middle East, and Africa, a dynamic area where healthcare needs and opportunities vary widely.
Our strategy is aligned with the priorities not only of the emerging markets but of all our countries. As a global company, we have three main missions. The first is to achieve sustainable growth in the area. That means managing our existing portfolio to serve patients in every geography, launching innovation in-country, and preparing for our future pipeline—balancing short-, medium-, and long-term goals.
Second, we aim to accelerate access. Innovation only matters if it reaches patients quickly. For us, this goes beyond products; it is about building new access models, forging partnerships with key stakeholders, and shortening timelines. We have proven this in other regions, and we are committed to replicating that success here.
The third mission is centered on people and values. Takeda’s 245-year heritage is built on values that guide every decision: putting patients first, then trust, reputation, and business in that order. We also invest in talent and capabilities to prepare for a digital, data-driven future.
Under the three pillars, we integrate data, digital, and technology (DD&T), leveraging data analytics and AI to accelerate patient access and enhance operational efficiency. This holistic approach ensures we deliver sustainable impact to patients, partners, and our people.
EF: EAMEA is such a vast, diverse region with varying market dynamics, regulations, languages, and cultures. How do you approach balancing and prioritizing all of that?
HP: EAMEA is indeed a vast and diverse region, and diversity is both a challenge and a strength. From day one, I have worked closely with our leadership team, representing each geography, to align on a common vision and shared priorities, while respecting cultural nuances and country-specific needs. Our three strategic pillars remain consistent, but we adapt implementation based on market archetypes. Strategic integrity is non-negotiable: our values, quality, and commitment to innovation are constant, even if execution looks different from country to country.
To succeed, you need a deep understanding of each health ecosystem. That means identifying a few clear priorities per market and focusing on what matters most. What is urgent in Ukraine may differ from the opportunities in Saudi Arabia, and we tailor our approach accordingly.
Therapeutically, we maintain a consistent foundation across the region. Our innovative portfolio spans Gastrointestinal and inflammation (GI), including IBD and short bowel syndrome, Oncology for conditions such as Hodgkin’s Lymphoma, multiple myeloma, and solid tumors like lung and metastatic colorectal cancer (mCRC). We also address Rare Diseases like Hereditary Angioedema (HAE), Neuroscience with ADHD treatments, and plasma-derived therapies for immunology and hemophilia. These therapeutic areas create a shared platform across markets.
Culturally, the richness of diversity accelerates innovation, introduces new ways of working, and fosters growth. While each market is unique, we are united by ‘Takedaism,’ our shared cultural foundation that reinforces our values and purpose.
EF: Let’s focus on Africa. It’s often grouped with Latin America as a region full of potential but underrepresented globally. How do you plan to advocate for more Takeda resources to be directed to Africa?
HP: We have a strong presence in Algeria, Egypt, and South Africa, where we have been operating since 1982. That is over four decades of continuous engagement through multiple corporate transitions, which speaks to our resilience and dedication.
Our focus is on bringing innovative treatments to patients and using South Africa as a strategic hub to serve neighboring countries with diverse healthcare archetypes. A recent legislative shift expected in 2024 is a significant step toward broader access to quality healthcare. But success will require strong collaboration between the public and private sectors. At Takeda, we believe in co-creating solutions with governments, associations, and external stakeholders to develop fair and effective access models. We have seen this work in other regions, and we are confident it can work here.
Beyond access, we invest heavily in medical education. Earlier this year, we hosted an IBD Summit in South Africa, showcasing our leadership in GI and connecting global expertise with local practitioners. We also play an active role in shaping the healthcare ecosystem through our participation in the executive committee of the Innovative Pharmaceutical Association of South Africa (IPASA).
Ultimately, our commitment to Africa is about more than numbers. Behind every number is a patient, and if we can change lives through our treatments, we must. That is our mission.
EF: You’ve worked extensively in Latin America. Takeda often groups Latin America and Africa in global initiatives. What similarities or differences do you see between the two?
HP: That is a great observation. Latin America and Africa face common challenges, particularly around budget constraints and the need to deliver high-value innovation to resource-limited systems. Both regions require creative solutions to ensure patients have timely access to treatments.
One key lesson from Latin America is the success of innovative access models, such as value-based contracting, where reimbursement is linked to clinical outcomes. I have seen this work in Colombia and Mexico with some adaptations. I believe similar approaches can work in Africa, provided there is openness to flexible access, supply, and financing models. What truly connects these regions is a shared mindset: a willingness to collaborate and find solutions despite external pressures like inflation or macroeconomic instability. This resilience creates opportunities for innovation and partnership, which are essential for sustainable healthcare.
EF: Finally, if we meet again in 2030 and you’re looking back on your time leading EAMEA, what would you like to have accomplished?
HP: Of course, everyone wants to say “growth,” but I would like that growth to be the result of transformation.
My vision is for EAMEA to become a global reference in access, innovation, professional development, clinical studies, and investments. If Takeda can point to EAMEA as an example of how to lead in a diverse, complex region, that would be very rewarding.
On a personal level, I would hope to look back and say: “I learned a lot.” The cultural diversity here is a gift, and that kind of learning is incredibly valuable both professionally and personally. That is the kind of impact I aspire to; transformational for the business and enriching for the people.
