Read the Conversation
Meeting highlights:
- 2025 is a year of change and, therefore, opportunities.
- Reflecting on 15 years of establishing operations in Mexico, strategic decisions, and footprint.
- Keys to navigating through Pandemics, changes of government, etc. Taking advantage of change.
- Health is Wealth.
- Alfasigma is the leader in Gastroenterology and shaping company skills to manage both a mature and high specialty portfolio.
- A conversation around technology, AI. Education and benefit assessment as the backbone of implementation.
- Life expectancy is higher, by design and implications of this. Reflection Price vs. Value in Healthcare and the importance of individual financial responsibility in healthcare.
- New consumer health business.
EF: Looking back on the past 15 years of your career at AlfaSigma, what accomplishments or milestones would you like to celebrate?
VD: My message to my team would be this: Change is an inevitable part of life. It will always happen, and the key is to have the right mindset to embrace and capitalize on those changes. Do not complain about them; instead, see them as opportunities. Yes, change comes with risks, but it also brings possibilities. I believe we have been making the most of the changes that have taken place over the past 15 years in Mexico. It all comes down to mindset.
EF: If you were attending the JP Morgan Healthcare Conference as an ambassador of Mexico’s potential, what message would you deliver? Why $1 invested in Mexico offer greater value than anywhere else?
VD: Mexico is the best place for investment because its economic fundamentals are strong and firmly in place. We have a vast market with immense potential for growth and the creation of new opportunities. The peso, despite occasional devaluations, remains a stable and strong currency compared to others globally.
Mexico currently boasts a dynamic market, a robust financial system, and excellent distribution channels. We can sell our products across the entire country effectively. Additionally, prices in Mexico are competitive, making it an attractive investment destination. It is important to emphasize that the macroeconomic environment is solid. Politics aside, what truly matters is an objective assessment of Mexico’s fundamentals. We also have a talented workforce to drive businesses forward, as people are the cornerstone of any success.
The economic foundation of Mexico is stable and reliable, making it a sound and promising choice for investment, regardless of the political climate. The healthcare industry is inelastic to price. A person’s greatest asset is their health and the best way to protect it is by investing in healthcare.
EF: How can we establish a meaningful benchmark to evaluate access? If the Big Mac Index works for inflation, what could be an equivalent measure for access in Mexico?
VD: This is something worth pondering, as it could spark a meaningful conversation. For example, in the pharmaceutical industry, governments often compare drug prices across countries, using reference pricing from nations like India, Italy, Brazil, or Spain. While this approach provides some perspective, it falls short because it does not account for purchasing power differences across countries.
To develop a meaningful access index, we need to incorporate factors like purchasing power: what can an individual buy with their income in one country compared to another. Secondly, we need to look at population distribution: How many people are actively generating wealth or contributing to the economy in Mexico? Finally, we need to consider healthcare accessibility: the percentage of the population with access to essential medicines or healthcare services. Such an index would require a multi-dimensional approach to reflect the nuances of affordability and accessibility in each country. This thought-provoking question invites further exploration and collaboration to design a robust framework. The best index reference is to compare life expectancy by each country and how much money is invested in health care as a % of GNP.
EF: What does the future hold for the implementation of AI in Mexico, and what steps are necessary to turn it into a reality?
VD: There is no way we can exclude artificial intelligence from our future planning or strategic vision. It is not just a possibility; it is a necessity and a reality. AI is already beginning to add significant value to economies, benefiting consumers, patients, and businesses alike. While we are still in the early stages, the potential of AI as a transformative tool is clear.
From a business perspective, AI is an essential component of strategic planning. It enhances decision-making, supports the assessment of new molecules in development, and provides deeper insights into consumer and patient needs, enabling us to create tailored solutions. The tangible benefits it offers make it indispensable.
That said, AI's implementation must be approached thoughtfully. It is a powerful tool, but its success depends on how intelligently and responsibly we use it to benefit society, patients, and consumers. While philosophical and political debates about AI's broader implications are important, the focus here should remain on leveraging its capabilities to drive innovation and address pressing challenges in healthcare and other industries. For organizations and top managers, integrating AI into their strategic frameworks is no longer optional—it is imperative. It is indeed a challenge for us as managers to determine how we will effectively harness this powerful tool.
EF: What decisions are you making this year that you hope will create a lasting impact? What is currently at the top of your agenda?
VD: Artificial intelligence is a top priority for us this year, and we are taking it very seriously. We started focusing on it last year but have not yet fully achieved our objectives. One of our primary goals is to ensure that everyone in the organization understands the benefits of AI. To do this, we need to educate and train our people, equipping them with the knowledge to use this powerful tool effectively. Education is our key focus because, ultimately, AI is a tremendous resource if people know its potential and how to leverage it.
Beyond education, we are also working on developing applications to showcase the practical benefits of AI. For example, in the legal domain, we are utilizing an AI-based application to enhance contract management. This tool goes beyond the traditional approach of simply reviewing and signing contracts. It conducts an in-depth analysis, highlighting key clauses, obligations, and potential risks that might otherwise be overlooked. For instance, it can point out unfavorable clauses in an 80-page contract, making it easier to focus on critical details. This not only saves time but also ensures better decision-making.
I believe that, in 15 years, our organization will have mastered this technology, using it to generate value for both customers and our employees. In my view, while focusing on patients or consumers is essential, we must prioritize our collaborators—those who drive the company's success. Empowering our team with the right tools and knowledge will lead to sustainable growth and innovation.
We are also working on some exciting initiatives this year and these efforts will align with our vision of creating long-term value for our people and stakeholders.
EF: As you transition into a more high-specialty portfolio, what is your plan for managing and developing human resources to support this change?
VD: First and foremost, when entering a new specialty, it is crucial to have people with expertise in that specific area. Having individuals with the necessary knowledge makes it significantly easier to develop the organization because they can educate and guide others within the team. So, the initial step is to build up expertise in the new field we are transitioning into.
Secondly, I believe it is essential to spend time talking with people and educating them about the future. Human nature often resists change, and people may not easily believe in or accept what is being proposed. However, resistance can be minimized when individuals see tangible benefits to the changes. To address this, we are not only focusing on educational programs but also introducing practical examples and showcasing the advantages of the transition. This approach helps people understand that the changes are ultimately beneficial for them.
Another important element is fostering a culture of knowledge and continuous learning within the organization. In this evolving landscape, especially with advancements like artificial intelligence and other new technologies, we must position ourselves as a knowledge-driven company. Our people need to be well-informed and equipped to stay competitive. This has become a personal mission for me, as I am continually pushing this message and encouraging our teams to embrace learning. While I may not reach everyone, I feel we are making progress, with at least half of our organization starting to adopt this mindset.
Finally, motivating people to take initiative and learn independently is vital. I take great pride when I see team members proactively seeking information, engaging with topics, and coming prepared for discussions. This curiosity and willingness to learn are, in my view, some of the most valuable qualities we can instill in our people. It ensures they are not only prepared for current challenges but also adaptable to future ones, which is the cornerstone of our long-term success.
EF: Which two variables—price, quality, speed, or time—do you believe are most critical in helping an organization navigate a transition?
VD: I choose value. Price alone is not the issue; it is the value a product delivers and the benefits it brings that truly matter. Strategic planning must prioritize value. Without focusing on value, success cannot be fully realized, regardless of whether the price is 1 peso or 100. Without this perspective, the full potential of a product remains untapped.
We now have products that cure cancer, treatments that are starting to make progress in addressing Alzheimer’s, and therapies for conditions like fatty liver disease etc. While there is still work to be done, these advancements mean people can live longer and healthier lives. It is this value—not just the price—that needs to be the centerpiece of our conversations and strategic thinking.
When people raise concerns about the cost of healthcare, it is not just a reference to price but about the value it provides and the benefits it brings. Everyone needs to plan and ensure they have the financial resources to invest in their health. As time goes on, governments are allocating less funding to healthcare, which makes it even more important for individuals to take responsibility for their well-being. We must educate people to prioritize saving for their health because, ultimately, it is our responsibility. Governments may make promises, but at the end of the day, action often falls short.
As an example, I was shocked to learn about the lack of access to medicine for children with cancer in Mexico. While we can hold governments accountable, as individuals, we must also take proactive steps to ensure we are prepared.
This is why I believe medicine is invaluable. It improves the quality of life, extends longevity, and provides opportunities for people to thrive, as it did for my mother, who lived a remarkable 91 years. It is a reminder that taking responsibility for our health is not just a necessity but an investment in our future.
