Read the Conversation
EF: Why is one dollar invested in Mexican healthcare better than anywhere else?
FC: Mexico remains a land of opportunity. Despite the long-standing challenges, like shortages of healthcare professionals or infrastructure in need of improvement, I am firmly convinced that Mexico’s large population, together with our solid base of scientists and existing infrastructure, provide altogether a solid foundation to drive investment in clinical trials. Collaboration with public healthcare authorities can create a more efficient regulatory system, positioning Mexico as a regional clinical investment hub.
Mexico is also emerging as a hub for data centers and back-office services, including finance and medical writing, critical to the pharmaceutical industry. Compared to other countries in the region that typically compete to capture this kind of investment, Mexico has the added strategic benefit of proximity to the US. While we will likely continue to see a fair degree of volatility in US-Mexico relations, market dynamics remain strong and will continue to play a key role in shaping political decisions, making this an exciting time for growth and innovation in Mexican healthcare.
EF: If the iron triangle of transformation, quality, time, and pricing faces an AI transformation in Mexico, which two variables will drive that change?
FC: Time is critical for AI in drug discovery and go-to-market strategies. Large pharmaceutical companies have decades of clinical data stored, but until recently lacked the tools to process it more efficiently. AI is changing this by analyzing vast datasets and expediting drug discovery. For instance, after the genomic sequencing of SARS-CoV-2 was ready, it took Moderna only two days to develop a COVID-19 vaccine prototype using AI, compared to the 50 years it took for the polio vaccine in the 1950s. Within three months, clinical trials began, and nine months later, the vaccine was approved for emergency use. This shows how AI can drastically reduce timelines.
AI also transforms go-to-market strategies by engaging healthcare professionals and collecting real-world evidence, potentially reducing market approval times. In Mexico, according to FIFARMA’s recently published “Waiting to Access Innovative Therapies (W.A.I.T.)” study, it can take up to 64 months for an innovative medicine or therapy to have full access across the public healthcare system —an unacceptable delay. Even in the generic and biosimilar space, adoption of cutting-edge technology can significantly help to strengthen crucial aspects of the value chain, like quality for example, thus helping to maintain high standards while cutting costs.
The big challenge is how quickly emerging markets can adopt these changes. This depends on policies, regulations, infrastructure, and readiness to harness tools like AI or the Internet of Things, which is a game changer for collecting and processing data in times when real-world evidence will continue to gain importance for regulatory approvals. So, the real question is, how are we working together to build collaborative networks and partnerships that may result in more resilient healthcare systems, so that they are well-equipped to bring these technologies and make the most of them?
In a recent presentation, I shared an analogy taken from the book “Superconvergence” by Jamie Metzl, saying that the AI revolution is as transformative as the discovery of fire was for mankind. What this means is that, as fire once did, AI represents an immense opportunity —which we do not fully understand yet— but also comes with significant risks. The key lies in managing those risks while unlocking all the possibilities.
EF: What capabilities does Mexico need to effectively manage data architecture, storage, and processing?
FC: In times when technical competencies seem to be the focal point in most of the technology-related conversations, the human factor is often missing. What I mean is that there are human features that cannot be emulated by technology, like emotion or genuinely inspiring other people, and bringing those into the equation is key to unlocking opportunities responsibly while mitigating risks. We certainly need highly hard-skilled people to roll out AI as part of our strategies. That said, we are also in need of visionary leaders who can provide direction and articulate the “why” and “how” within a bigger purpose. Such a holistic approach is an advantage, particularly when tackling some of the most pressing health challenges, like processing Mexico's vast but outdated and inconsistent healthcare data. Most disease-related information dates back to 2019 or 2021.
Beyond human expertise, technical challenges like infrastructure and hardware exist but are solvable once we have a clear vision of where we want to go. Progress requires a balance—collaboration between public policy and private sector initiatives, with bottom-up innovation meeting top-down policy support.
EF: At the intersection of diagnostics, gene therapies, and market access, what is the roadmap for Latin America? What are the challenges and opportunities?
FC: As opposed to developed markets, where healthcare ecosystems are fairly equipped for the future —there is sufficient or reasonable public funding, clear regulatory framework, transparency, data collection, universal coverage, etc.— in Latin America, we are still pushing to build more resilient healthcare ecosystems. What I mean is that, for emerging economies, the focus is more on expanding access, which will result not only in better patient outcomes but in lower costs as well, thus providing fiscal sustainability to healthcare in the long term. By broadening the base of patients who can actually have health coverage, we can have better and more transformative discussions with payers about making innovative treatments affordable. This ties closely to diagnostics, especially in areas like gene therapy, where we still need to catch up due to a lack of prevention policies, like genetic screening for all newborns. For example, a newborn with a genetic disorder in the US, Canada or most countries in Europe, can be diagnosed within 1 or 2 days after birth, whereas the right diagnosis in LATAM is a journey that can take anywhere from 90 days to a few years. For progressive disorders, where every day counts, this is unacceptable. Early genetic testing can identify conditions like spinal muscular atrophy and predict future genetic risks.
Many governments hesitate to invest in genetic testing due to treatment costs, but ignoring the problem does not eliminate it. Policies must mandate genetic testing and commit to long-term healthcare solutions. For example, in LATAM we are beginning to see the shift from transactional business models, where companies provide goods and governments pay for them regardless of the results, to outcome-based approaches, where governments pay based not on quantity but results. AI and advanced technologies add new dimensions to the conversation, especially as rare diseases become a growing priority. At the same time, aging populations and the shift from infectious diseases to chronic, non-communicable diseases like diabetes and heart failure create additional challenges. With people living longer—according to the CEPAL the life expectancy in LATAM will increase to 85 or even beyond by 2050—they’ll need ongoing treatment. From a fiscal standpoint, healthcare systems must find sustainable ways to provide treatment without financial strain. Addressing these challenges now is critical for the future.
EF: EF: What should the world watch for in healthcare in emerging economies in 2025? What are your key priorities?
FC: The healthcare market in emerging economies is expected to grow at mid-single to low-double-digit rates over the next 5 to 8 years, according to IQVIA. While growth in developed markets will continue to dominate in absolute terms, the largest contribution to the organization’s growth relatively speaking will come from emerging economies. Embracing new technologies is key to unlocking opportunities. There are a few trends to focus on:
First, as the payer landscape becomes more complex in terms of policy and funding, a holistic approach from all players in the healthcare ecosystem is required. Only those who think creatively and come up with differentiated value propositions will succeed in tackling present and future health challenges.
Secondly, the importance of real-world evidence will increase, making it necessary to get regulatory approvals of new indications or public listings for reimbursement. To ensure success, this requires leveraging a strong cross-functional collaboration between all teams in the organization, such as R&D, medical, regulatory, access & commercial, communications, public affairs, etc., to engage effectively with an expanded universe of stakeholders.
We are witnessing rapid growth in digital engagement technologies, with companies increasingly using online platforms to educate both healthcare professionals and patients. While this was already happening to some extent, the scale has now expanded significantly, necessitating new capabilities for effective engagement.
Another notable shift is the trend among multinational or biotech companies toward high-specialization or niche markets. Instead of offering a broad range of products, including both OTC and specialized treatments, they are streamlining their portfolios and focusing R&D efforts on advanced therapies. Many are moving away from mature brands, often transferring them to strategic partners. This transition is reshaping the competitive landscape and emphasizing the importance of collaboration—whether through digital platforms, unconventional partnerships, or even alliances between competitors, as seen with several companies during the pandemic. In the coming years, fostering these partnerships, together with seamless product launch and commercial execution, will be key differentiators for success.
Meanwhile, a new generation of physicians in Mexico is more open to novel treatments, moving away from past reluctance to adopt new therapies. Connecting with these younger doctors and building trust will be crucial to accelerating healthcare transformation and the adoption of novel therapies.
