Novo Nordisk’s Vision for a Healthier Future: Interview with Melvin D’Souza – Corporate Vice President and General Manager, Novo Nordisk, Saudi Arabia

Meeting Highlights:

• Market Leadership in Pharmaceuticals: Positioning Novo Nordisk as the 2nd largest multinational pharmaceutical company in Saudi Arabia in terms of growth.
• Localization & Talent Development: Leading localization efforts as one of the first companies to collaborate with the Saudi government under Vision 2030, including establishing a Regional Headquarter (HQ) and prioritizing local talent development.
• Advancing Clinical Research: Expanding clinical trial initiatives and capacity-building programs, focusing on enhancing local healthcare expertise and research infrastructure.
• Public Health Alignment: Prioritizing Obesity and Diabetes care, aligning with Saudi Arabia’s public health goals to improve patient outcomes and access to innovative treatments.
• Sustainable Innovation & Partnerships: Building sustainable innovation frameworks for future growth, emphasizing early access to cutting-edge therapies and partnerships with trusted stakeholders.
• Long-Term Strategic Commitment: Strengthening credibility as a long-term partner by balancing sustainability with ambitious market strategies, and avoiding superficial engagements.
• Leadership & Impact: Leader focused on value-driven impact, improving lives globally and empowering employees to grow personally and professionally.

‍

EF: If you could address world leaders at ‘Davos’ on how health creates wealth, what message would you convey?  

MD: Saudi Arabia is experiencing a major shift moving beyond an ‘oil-driven economy’ towards an innovation and value-driven economy, which puts healthcare and a healthy population at the center. With around 4 million people living with diabetes and nearly 8 million burdened with obesity in Saudi Arabia, chronic diseases impact lives at an increasingly young age and set in a flow of ‘an emergency in slow-motion’. Around 70% of the Saudi population is under 35 and there is a strong connection between the work we do at Novo Nordisk and the impact on the demographic dividend of a country facing a high burden of chronic illnesses, such as obesity and diabetes.  

When chronic illnesses strike early, they can impact a person's ability to earn, live, and contribute to society. These chronic conditions can also lead to more severe diseases of the heart, kidney, liver, etc. Novo Nordisk, with a portfolio that addresses the needs of this patient population, can make a meaningful impact on their quality of life, life expectancy, and economic development.  

EF: What is Novo Nordisk's footprint in the KSA, and what are your 2025 priorities? 

MD: Today, we are proud to be the 2nd largest and one of the fastest-growing multinational pharma companies in Saudi Arabia. We reached nearly 1 million patients with diabetes and obesity last year and our vision is to reach more than 3 million patients by 2030.  With a strong pipeline of new treatments and innovations on the horizon, we're focused on growing and contributing to society in a sustainable way. Our strategy at Novo Nordisk in Saudi Arabia focuses on innovation, bringing solutions to the market urgently, and collaborating closely with stakeholders to make a long-term impact in this region.  

Our focus on the ground is to build sharp initiatives which make a meaningful difference to a diverse set of stakeholders in Saudi Arabia. Our main initiatives are focusing on creating Awareness, building Capacity and offering the right Treatment options – a clarion call for action called “ACT”.  

Our awareness efforts revolve around engaging conversations with the Ministry of Health, Ministry of Investments, and Ministry of Industry to build supportive programs to bring about meaningful change in the society.  

We have anchored investments to train and build capacity with more than 3,000 healthcare professionals per year on the latest developments, cutting-edge research and working on frameworks to manage chronic conditions. Good examples of these visible interventions are through international partners like SCOPE (The Strategic Centre for Obesity Professional Education), building centers of excellence in the Ministry of Health and KAUST (King Abdullah University of Science and Technology), and supporting initiatives and guidelines with knowledge-based organizations and societies, such as Saudi Health Council, Saudi Scientific Diabetes Society, Saudi Society for Study of Obesity, etc. 

Our commitment to innovation goes beyond product launches. We've prioritized early and close collaboration with the government, making us one of the first companies to sign agreements for localizing innovative technologies. The announcement of Insulin Local Manufacturing is a step towards ensuring sustainable access to innovative medication by collaborating with several partners like Local Content, SFDA, Ministry of Health and NUPCO to improve access and quality of lives of people living with diabetes. This major milestone shows our commitment to patients, aligned with Saudi Arabia’s Vision 2030 on Healthcare Sector Transformation to achieve a healthier nation.  

Our localization effort is deeply rooted in building a sustainable and holistic approach, building a footprint of the company through entities and ‘regional HQs’, by localizing innovation and developing a talent pool, which represents the local needs.  On all strategic pillars we are ahead of the market benchmarks.  

EF: As Saudi Arabia's ambassador to Novo Nordisk Global, what is your pitch to attract resources to Saudi? 

MD: Saudi Arabia is experiencing a significant rise in the prevalence of chronic diseases, and that is where our focus begins. As a responsible organization, we naturally gravitate toward markets with the highest need. Take obesity for example; if you compare G20 countries and plot prevalence against GDP impact, Saudi is right next to the U.S., showing a high economic impact due to the burden of obesity. This highlights a pressing need for action, a key reason for our strong focus on this market.  

At a macro level, the country itself is changing. The Saudi Arabia of 2025 is very different from what it was in 2015. The pace of change has been incredible. If you fast forward this again to 2030, the country's Vision 2030 goals are aligned closely with what we aim to achieve. For us, it's also a chance to learn, adapt, and move faster to keep up with the market's evolving needs. With such a large market opportunity comes significant demands, and that's where Novo Nordisk can play a major role.  

EF: With Novo Nordisk’s exponential growth, how are you leading and managing growth in Saudi Arabia? 

MD: In Saudi Arabia, obesity and/or overweight affects every other adult and diabetes affects one in every six. That means we have an opportunity to make a difference in the lives of nearly every household! For us, that's where we can make a real change in Saudi Arabia; a chance to improve lives. 

For us, Saudi Arabia represents both a growth opportunity and a responsibility. We must be trusted and honest partners when reaching out to a diverse set of stakeholders and patients. We aim to leave a positive mark on our patients by delivering innovations, values, and programs that truly improve lives.  

EF: What kind of decisions are you taking today that you hope will have an impact in ten years? 

MD: At Novo Nordisk, maintaining the strategic focus involves understanding how the macro economy intertwines with the disease outlook, particularly in obesity and diabetes. , It's crucial to assess our true impact on people's health and how our products and services align with the country's needs. We need to build stronger partnerships to serve the patients’ needs. Building trust as a partner means focusing on the long term and collaborating closely with the government to align with their goals. Chronic diseases are a global challenge, but in Saudi Arabia, the scale of the issue demands a strategy tailored to this market.  

The government's focus on diversifying its economy beyond oil is clear, and localization is a big part of that vision. We aim to build a credible value proposition showing our genuine, long-term commitment. It's about being present, staying practical, and creating a sustainable plan. This isn't just about business growth. It's about making a lasting impact on healthcare and for our patients in Saudi Arabia. 

EF: Novo Nordisk is celebrating 100 + years.  As someone that has been with Novo Nordisk for 30 years, what advise can you share on long terms partnerships and value creation?   

MD: There are three key themes for reflection - Creating true value for patients, shareholders and our employees. When all these are aligned, we find the perfect solutions for partnerships that grow stronger and more meaningful over time. For me, this is the real definition of success!