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EF: What does your role as a business unit director at J&J MedTech entail?
RG: Over the past decade, I have been actively involved across Johnson and Johnson's diverse MedTech franchises. I started in orthopedics, went through general surgery instruments, and have been the leader of our cardiovascular and specialty solutions area (CSS) for the last three years. As the business unit director, I am responsible for the overall commercial operations, marketing, sales, and our clinical team. My role entails implementing global and regional strategies in the Brazilian market according to our local needs.
EF: Could you give us insight into your current portfolio's performance?
RG: Johnson and Johnson MedTech has a diverse portfolio in the cardiology space. Our current focus in Brazil is on electrophysiology, a specialty that identifies and treats arrhythmias. The most famous one is atrial fibrillation, which is an arrhythmia that occurs in the atrium. Failure to treat this type of arrhythmia increases the probability of strokes and cardiovascular mortality.
Atrial fibrillation is a silent disease because 15 to 30 percent of people affected do not show symptoms. We dedicate ongoing efforts to raising awareness about this condition, enabling at-risk people to initiate preventive measures and seek appropriate treatment. The focus on electrophysiology is increasing globally, and we are trying to develop it further here in Brazil.
EF: How is J&J engaging in strategic partnerships to improve access and promote the reach of its products across the country?
RG: Brazil is a large country with a heterogeneous health system whose dynamics vary across the different states. We try to separate the realities of each region to pinpoint the barriers we have in each one. Our HEMA department, which stands for health economics and market access, operates across franchises to take access beyond the products. This team works with health plan suppliers and the public system to ensure the best treatment for patients nationwide.
J&J MedTech is evolving and integrating the approach into the digital patient care pathway. From the moment of diagnosis until the surgical procedure, we work together with all the stakeholders to think of ways to put the patient at the forefront. We have invested a lot into our digital operations, not only to improve patient access but also to transform the whole care process. As we gather more data, we can establish better patient journey protocols and enhance outcomes.
Depending on the pathology, the journey changes. For atrial fibrillation, for example, we must focus on diagnosis and utilize AI to detect the diseases quickly. For colorectal cancer, however, it is important to accompany the patient after the surgery to register possible complications in the healing process. Here, we use digital tools to follow up after the procedure and alert medical teams in cases necessary. To further improve these digital patient care pathways, we work together with different hospitals, seeking how we can improve the journeys and access across various diseases.
Our goal is to work with an open innovation mindset. In Brazil, we connect with startups that can bring innovative solutions to overcome barriers in our specialties. In the past, companies focused on doing their own R&D in a closed environment. Still, we have learned that thanks to the startups’ digital mindset and different perspectives, collaboration helps us explore alternatives and find better solutions together with hospitals, physicians, and healthcare providers.
EF: How would you rate Brazil as an innovation hub, and what do you think other companies can learn from your operations in Brazil?
RG: In Latin America, we need to be innovative to overcome barriers we confront that are completely different from those in the US or Europe. At J&J, we explore this creativity and provide an environment for innovation. Cutting down hierarchical structures, we give our employees confidence and liberty at the workplace to bring in new ideas.
We are becoming a more agile company and channelling energy into projects that will truly make a difference. For us, it is not about providing different products; but finding new solutions.
EF: What assets are important for attracting and retaining talent in today's modern business settings?
RG: All companies want to attract top talent to the market; therefore, Johnson & Johnson MedTech invests in the best and most diverse talent. We seek a balance between skills and diversity because innovation needs different mindsets.
Johnson & Johnson supports ERGs (Employee Resource Groups) to generate a safe and inclusive work environment and puts effort into shaping positive leadership. For example, we recently distributed a book called The Fearless Organization by Prof. Amy C. Edmondson to all the leaders in the organization, and we continuously discuss the topic to promote a company setting where all opinions matter, people can be themselves and learn from mistakes.
Investing in a company’s reputation has become crucial for its competitiveness. Purposeful opportunities attract top talent. People want to be a meaningful part of the company, and that is why we provide our leadership with tools to develop people towards innovation.
EF: How does Johnson and Johnson train physicians in the use of highly specialized technologies and machines?
RG: One of our company’s central pillars is professional education. Our highest focus lies on the patient’s well-being, so we must properly train physicians to ensure the product works for the patient.
J&J MedTech has been investing in professional education for years and is evolving teaching methods, including the use of virtual reality and telementoring. Even though we still provide hands-on training, the pandemic has accelerated the usage of digital tools. We are exploring the opportunity for remote education, easing the accessibility for our physicians.
EF: Commemorating 90 years of J&J in Brazil, what are some of the greatest accomplishments you would like to celebrate with your team? What do you look forward to in the future?
RG: The past 90 years have given us many reasons to celebrate. Our factory in São José dos Campos is one of J&J’s biggest global sites and has deeply impacted the local community due to the various job opportunities it provides. Meanwhile, our products are already present in a great part of surgical procedures in Brazil. Our motto, "One patient at a time," highlights the importance of individual patient-centered practices. We have helped many people live longer and healthier lives, which is our greatest achievement.
We should not underestimate the complexity of the healthcare industry and need all stakeholders committed to advancement. Everybody working at Johnson & Johnson makes decisions with purpose, which is the legacy we want to leave.
