Novartis' Strategic Commitment to Saudi Arabia: Interview with Ayman Al Mazloum - Country President, Novartis, Saudi Arabia

Meeting Highlights:

• The strategic importance of Saudi Arabia to Novartis: Recognized among the top five multinationals operating in the country, with the new Regional HQ in Saudi since 2024. 
• Focus on Key Therapeutic Areas: Addressing major health issues, including cardiovascular diseases, oncology, immunology, and neuroscience. 
• Innovative Treatments: Launched the first cell and gene therapy product in Saudi Arabia, positioning Novartis as a leader in advanced treatments. 
• Pillars for a Sustainable Future: Innovation, access and collaboration between stakeholders. 
• Commitment to Diversity: How Novartis is committed to diversity as a core value, fostering an inclusive environment that drives creativity and innovation. 
• Ayman's People-Centric Management Style: High correlation between organizational culture, employee engagement, and positive business outcomes. 
• Vision for the Future: Aiming to be remembered as a transformative force in healthcare by significantly impacting patient care and contributing to the realization of Vision 2030. 

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EF: With five years remaining until Vision 2030, what are your priorities and decisions in 2025 to support Saudi Arabia’s vision? 

AM: I have had a career spanning over 31 years, primarily in the pharmaceutical sector in Saudi Arabia. I started my journey at Janssen, where I gained valuable experience in sales, marketing, and general management. Those early years gave me a strong understanding of the pharmaceutical industry in Saudi Arabia. Over the course of my career, I have held several key leadership positions that have shaped my expertise and trajectory. From 2016 to 2019, I served as the General Manager for Janssen in Saudi Arabia, leading multiple impactful initiatives. However, a particularly proud chapter of my career was my time at Novartis, where I played a crucial role in turning around the business. I was able to go beyond expectations, demonstrating my ability to lead change with a clear strategic vision and strong execution. Over the last five to six years, my focus has been on Novartis, where I have seen significant progress. Vision 2030, Saudi Arabia’s ambitious plan to reduce its reliance on oil and diversify its economy, has been particularly relevant to my work. This vision includes transforming the healthcare sector by improving access to healthcare, modernizing facilities and equipment, and encouraging private sector investment. 

Novartis has been a leading multinational company in Saudi Arabia for over 50 years and is one of the top five in the country. It was also the first company to establish a fully operational legal entity in Saudi Arabia, highlighting its deep commitment to the region. Novartis is deeply rooted in the Saudi healthcare sector and has been part of its evolution for decades. At Novartis, we focus on four key therapeutic areas: Cardiovascular, Renal, and Metabolic diseases; Oncology; Immunology; and Neuroscience. Additionally, last year, we took another significant step by establishing our regional headquarters (RHQ) in Saudi Arabia, further reinforcing the country’s importance to Novartis on a global scale. 

EF: How is Novartis adapting its global focus on cardiometabolic, immunology, oncology, and neuroscience to Saudi Arabia? 

AM: Let me start by highlighting the priorities of the Saudi government and how Novartis is not just meeting these goals but setting new standards for other multinational companies. One of the main priorities is increasing the localization of medical and pharmaceutical supplies, including local manufacturing. At Novartis, we have initiated partnerships with local entities to manufacture key products in Saudi Arabia. While not all brands are localized, we have prioritized essential ones, such as medications for diabetes and hypertension, to ensure they are produced within the country. Another significant priority is attracting investment in advanced therapies, an area where Novartis is leading the way. We have made substantial progress in two key platforms: cell and gene therapy and radioligand therapy. Novartis was the first to introduce cell and gene therapy products to Saudi Arabia. This required significant collaboration with key stakeholders, including the FDA, customs, the Ministry of Investment, and local institutions like King Faisal Specialist Hospital, the Ministry of Health, and the National Guard. Together, we have worked to shape policies and enhance local capabilities, as cell and gene therapy is vastly different from traditional pharmaceutical treatments. 

One of our flagship achievements in this space is an oncology treatment used for certain types of leukemia and lymphoma, which brings new hope of a complete cure to patients. Currently, King Faisal Specialist Hospital serves as the only hub for this treatment in the entire Middle East, Africa, and parts of the Far East. This not only builds local expertise but also provides local patients access to treatment at a fraction of the cost compared to sending them abroad. Additionally, this aligns with Vision 2030's focus on medical tourism, as patients from neighboring regions can now come to Saudi Arabia for such advanced therapies. The second advanced platform we have recently introduced is radioligand therapy, which targets cancer treatment in a novel way. Starting with prostate cancer, this therapy combines radioactive materials with active medicine to deliver highly targeted treatment. We have collaborated with leading centers in Saudi Arabia, such as King Faisal Specialist Hospital and the National Guard, to bring this innovation to the country. Soon, we will be treating the first patients with this cutting-edge therapy. 

Novartis is also prioritizing Saudi Arabia when it comes to the registration and launch of new innovations. Novartis has placed Saudi Arabia among the "wave one" countries for most of our innovative products. This ensures that Saudi patients have access to our latest advancements at the earliest opportunity. By focusing on local manufacturing, investing in advanced therapies, and prioritizing Saudi Arabia in our global strategy, Novartis is demonstrating its deep commitment to supporting the country’s healthcare transformation and Vision 2030 goals. 

EF: What three pillars would you prioritize for developing a sustainable healthcare model? 

AM: I believe the top three priorities are innovation, funding, and access, and all three require collective action to drive meaningful change in the healthcare sector. Building a sustainable healthcare ecosystem is essential for the future of healthcare. Achieving this requires an integrated, scientific, and transparent approach to defining value. Value, in this context, revolves around these three key areas. 

Innovation plays a critical role in bringing advancements to the market more quickly. Effective financing is equally important to manage healthcare budgets sustainably. Lastly, collaboration is vital—no single entity, whether it is the Ministry of Health, the government, the private sector, or pharmaceutical companies, can achieve this alone. All stakeholders need to align their efforts to create a sustainable healthcare system. 

EF: With over 31 years of experience, what is your pitch to investors on why they should choose to invest in Saudi Arabia over other countries? 

AM: Based on my extensive experience in the Saudi market, I firmly believe Saudi Arabia is an incredibly rewarding country for early investment. The government is highly open to partnerships, as evidenced by our collaborations with the Ministry of Investment and the Saudi FDA. One area where we have made significant progress is in clinical research, which has become a strong pillar of Novartis' presence in the country. 

Investing in Saudi Arabia now will yield significant returns in the medium to long term. While immediate results should not be expected, the potential payoff makes it worth committing resources to the right areas. This perspective has resonated well with our global leadership, leading Saudi Arabia to become a strategic priority for Novartis on several fronts, including clinical research. Historically, Novartis has been one of the top two or three companies conducting clinical research in Saudi Arabia. I am excited to share that we have now reached a new milestone. Saudi Arabia has become a globally trusted location for phase two and phase three clinical trials, particularly in oncology and cardiovascular diseases. We recently brought our global clinical research team to Saudi Arabia for a productive roundtable with key stakeholders like the Ministry of Investment (MISA), the Saudi FDA, King Faisal Specialist Hospital, and others. These discussions showcased a strong appetite and enthusiasm for expanding clinical research in Saudi Arabia. Stakeholders were supportive, flexible, and eager to address challenges to attract more research. They also mentioned plans to introduce a robust program for companies to grow their clinical trial footprint in Saudi Arabia. As a result, Saudi Arabia has been prioritized by Novartis globally. Feasibility studies for most of our new assets are now conducted in the country, further elevating Saudi Arabia's position on the global stage. This progress reflects the enormous potential and opportunities Saudi Arabia offers for those willing to invest early. 

EF: Could you elaborate on the initiatives you are implementing to promote diversity, especially in alignment with the Vision 2030 objectives? 

AM: At Novartis, diversity is a core value we deeply prioritize. When we talk about diversity, it is not just about gender—it is about inclusion in every sense. Over the years, we have made remarkable progress. For example, five years ago, female representation in our workforce was nearly zero. Today, it has grown to 35%, which is a significant achievement in such a short time. Additionally, our team now includes employees from over 12 nationalities, demonstrating how far we have come in fostering a diverse and inclusive environment. 

Beyond representation, we focus on diversity of thought and inclusion, which are values we actively encourage and promote. When compared to the key performance indicators (KPIs) set by the Saudi government, I believe Novartis stands in a strong, premium position relative to other companies. We have launched several initiatives and programs to support these goals. 

• Internship Programs: Every year, we host internship programs for students from King Saud University’s Pharmacy College and Princess Noura University, with a particular focus on female inclusion. 
• Fresh Graduate Development Program (Negdar): This is a three-month program designed to support pharmacy graduates as they transition into the workforce. 
• I-Lead Programs: The I-Lead Commercial Program helps develop young Saudi talent for future management roles. The I-Lead Medical Program prepares aspiring medical leaders for the future. 
• Gadha Program: This initiative focuses on upskilling our existing field force associates by improving both their technical and soft skills, enabling them to become high-performing teams. 
• Mentorship Programs: We have several regional and local mentorship initiatives to identify and develop high-potential employees, preparing them for senior management roles. 
• Elevate Program: This program specifically targets the direct reports of the Leadership Team (LT), equipping them with the skills and knowledge needed to transition into senior leadership positions. 
• Rotational Assignments: To accelerate talent development, we offer opportunities for short-term assignments and rotations in different countries, which help employees gain international exposure and broaden their professional skills. 

The journey toward greater diversity and inclusion is ongoing, and we view it as a continuous effort without fixed limits. We are always striving to set new benchmarks and push the boundaries of what is possible in diversity and talent development at Novartis. 

EF: How are AI and digitalization advancing healthcare in Saudi Arabia, and are there real use cases? 

AM: Digitalization is one of the key pillars of Saudi Arabia's National Transformation Program for healthcare. I have visited the Seha Virtual Hospital, a fully digital clinic established by the Ministry of Health (MOH). It is specifically focused on cardiovascular diseases and is connected to hospitals across Saudi Arabia, even in remote areas. They use advanced dashboards to monitor cases nationwide, and in some instances, they stream live surgical operations and interventions, allowing physicians from various locations, including Saha Clinic, to participate in real-time. This is truly inspiring and highlights how Saudi Arabia is leading the way in healthcare digitalization. Another critical aspect is the work being done on unified medical records. The government is making significant efforts to create a single, unified medical record system for all patients in Saudi Arabia, which is expected to be operational by next year. This ambitious initiative would be a major step forward. Overall, digitalization is an essential capability for the future. The strategies and tools that brought us this far will not be sufficient to achieve the goals we have for the future. Embracing digital transformation is crucial for long-term success. 

EF: What three pieces of advice would you give to someone aspiring to build a career similar to yours? 

AM: I believe my success stems from creating a positive work environment and fostering a culture of high performance and achievement. I see a strong connection between people, culture, and business outcomes, and I have focused on building a strong culture and empowering people to drive results. My approach is rooted in clear purpose, transparency, openness, trust, collective accountability, a sense of belonging, innovation, and hard work. These values form the foundation of a thriving workplace, and my team truly appreciates and respects these principles. I also place great importance on recognition and rewards. I understand the power of even simple gestures, like saying “thank you,” and how they can make a significant difference in motivating people. This leadership style, centered around these values, has been key to building a motivated and successful team. 

EF: With over 31 years of experience in the industry, what are you most proud of? 

AM: I focus on prioritizing for success. We cannot do everything like we used to in the past—resources and capital are limited. That is why it is crucial to be selective and focus on areas that will have the greatest impact. If I were to reflect on one thing I have learned over my 30-year career, it would not be about specific achievements or the number of product launches. What stands out to me are two things: first, the patients whose lives I have been able to touch and help heal; and second, the people I have supported in their career growth and development. Many of them are now in senior leadership roles, such as GMs or holding global positions. These are the accomplishments I am truly proud of.