Read the Conversation
Conversation highlights:
- Shared Responsibility in Crisis: Espitia acknowledges the current financial and regulatory challenges in Colombia's healthcare system but emphasizes that solutions must be built collaboratively by all stakeholders, not just the government.
- Amgen's Deeper Role: Beyond selling medicines, Amgen is committed to shaping the Colombian healthcare system by leading partnerships, improving access, and co-creating sustainable models with insurers, hospitals, and academia.
- Trust and Reputation: While pharma is often viewed with skepticism, Amgen has worked to build trust through consistent collaboration and by showing measurable impact, especially during crises, helping change perceptions.
- AI and Innovation: Amgen Colombia is embracing AI at all levels, from regulatory submissions to internal processes, through local initiatives like "SapientIA" and bottom-up innovation, reinforcing its commitment to digital transformation.
- Vision for the Future: Espitia underscores that keeping the patient at the center and protecting innovation are essential to overcoming Colombia's healthcare challenges, including demographic shifts and access gaps.
EF: How do you view this year’s challenges and opportunities in Colombia’s healthcare and pharma sector?
LE: Some of those challenges include financial limitations, difficulties with access, the ongoing healthcare reform discussions, and issues with Colombia’s regulatory agency. Altogether, it might seem like a perfect storm that could block business progress or patient access. However, we believe that healthcare is not just a government issue or a matter of public policy. It is a sector that affects us all. Every stakeholder, including insurers, hospitals, doctors, universities, and the industry as a whole, has a role to play. At Amgen, we are committed to leading those conversations, forming partnerships, and working together to find solutions. Thanks to those efforts, we have been able to reduce some of the risks and reach many patients. Not all, unfortunately, but we have broken through several barriers by staying close to our partners and customers every day. We still believe things will improve in the coming months or years.
EF: Why is it important for Amgen and for you personally to play a larger role in shaping the healthcare system from a broader, macro perspective?
LE: First of all, I am personally committed to this. I am a doctor, and I have always worked to support the healthcare system in different ways, so for me, it feels like a mission. I am also Colombian, and I have been part of shaping the healthcare system here, so I feel a responsibility to protect and improve it. I am fortunate to work at a company like Amgen that shares those values.
Amgen is genuinely committed to making its medicines accessible to all patients, not just in Colombia but in many other countries as well. The company is committed to developing a robust and equitable healthcare system that provides genuine opportunities for patients. We focus on treating serious diseases that truly impact people’s lives and quality of life. That is why it is not just about selling medicine or doing business. If we truly want to make a difference in patients’ lives, we must go beyond the product and contribute to improving the entire system.
EF: What are your current key priorities at Amgen, and why do you see Colombia as such an attractive and important market for the company?
LE: Colombia is one of Amgen’s key markets in Latin America. It is not just about the size of the population, but also the unique qualities of the healthcare system here. Over the years, Colombia has established robust health institutions and hospitals, boasting impressive capabilities in research and clinical trials. The healthcare sector is well-developed and solid, making it highly attractive for a company like Amgen. Even though this year has come with challenges, we still believe in Colombia’s long-term potential. We are continuing to invest and build that future. We are working closely with stakeholders, including insurers and hospitals, to develop projects that enhance care in our primary therapeutic areas.
What stands out in Colombia is the openness of the sector to innovation. That is not something you find in every country. Here, doctors, institutions, and insurers are willing to explore new ideas, better ways to deliver medicine, and more efficient care models to improve patient outcomes. It gives us confidence to keep investing, and it is inspiring to see how committed our local teams are. Everyone is constantly striving to find better solutions and bring our mission to life. Ultimately, despite the obstacles, working here is rewarding and full of opportunities.
EF: How is Amgen’s global portfolio reflected in Colombia, and are there any new treatments you are excited about?
LE: Our portfolio in Colombia closely matches what Amgen offers globally. We have a strong cardiovascular line, a well-established bone health portfolio with leading products, and a solid presence in hemato-oncology. We are also preparing to launch our new wave of treatments focused on rare diseases. Here in Colombia, we cover a wide range of therapeutic areas. We are not only working on rare diseases but also making progress in oncology, particularly with solid tumours. One of our upcoming cancer treatments, for example, aligns well with local needs, especially for gastric cancer, which is common here. We are very excited about what’s to come. We have been actively preparing the market, educating healthcare professionals, and collaborating with key stakeholders. The goal is to ensure these new treatments are available in the next few years and truly make a difference in patients’ lives.
EF: How can we build greater trust and alignment between private pharma companies and public stakeholders in Colombia?
LE: The pharmaceutical industry is often misunderstood — not just here in Colombia but around the world. Still, we have found that by consistently working on meaningful projects that genuinely improve people's lives, we can build trust with public institutions. Sometimes we have to start small, such as with pilot programs, but over time, these efforts lead to a real impact. It is also true that the private sector in Colombia has faced a tough environment recently.
There has been some scepticism from parts of the public sector toward our industry, but through our trade associations, we have managed to open dialogue with both national and regional authorities. This has helped us move forward in developing healthcare solutions in specific areas. Of course, changing public perception does not happen overnight. But when we consistently deliver measurable results and show real outcomes, trust tends to grow. At the same time, it is important to recognize that this cautious attitude does not apply to everyone. We actually have very strong and positive relationships with doctors, academic institutions, and other key players. We value those connections and work hard to maintain them every day.
EF: How can the pharmaceutical and healthcare industry work to rebuild and strengthen public trust?
LE: In Amgen's case specifically, we have been in Colombia for about 10 years now. During that time, we have been involved in many projects with government authorities and other important stakeholders. Because of this ongoing work, I believe Amgen is viewed positively by many groups here. Our reputation is not just based on the quality of our medicines, but also on our broader commitment to improving the overall healthcare system. That bigger-picture approach has helped us build strong credibility in Colombia. Now, we want to leverage our solid reputation to establish trust with those who may still be uncertain about us.
EF: How are you effectively applying AI to enhance your operations?
LE: From the very beginning of our work, AI has played an important role, not just in developing new medicines but also in identifying the best opportunities for clinical trials and research. At the local level, we are also utilizing AI to enhance our operational efficiency. Here in our affiliate, we launched an initiative called SapientIA for artificial intelligence. The goal is to help our team learn how to use AI effectively in their daily work. We are also welcoming ideas from different departments on how to make our processes more efficient, serve our clients better, and make smarter decisions using data. Right now, we have at least two or three AI tools available to our staff in a secure environment. When I say 'safe,' I mean they can work with company data securely and without worrying about privacy issues. While many big AI projects originate from the corporate level, what is truly changing how we work is how each employee is utilizing AI in their everyday tasks. It is not just about large systems but also small, practical improvements happening from the bottom up. We support and encourage this innovation. We have set up activities like “Shark Tank” events to fund and develop these ideas, helping to turn them into real solutions.
EF: As you approach five years in your role at Amgen Colombia, what three moments are you most proud of?
LE: I am proud of what we have accomplished over the past five years. I had to lead the company through the middle and end of the pandemic, and now we are dealing with several local challenges. Despite all that, I am especially proud of how our team has handled these tough times. They have worked incredibly hard, collaborated across departments, and always looked for solutions, even in the most difficult situations. I often joke with them that we’ve all basically done a third or fourth MBA through real-life experience. Teams from areas like access, commercial, medical, and support functions have come together to solve issues like financial constraints, credit problems, and even physical access challenges.
At the beginning of my role, we even went through a social crisis where highways and airports were blocked. But even then, the team managed to find ways to get our medicines to patients who needed them. That is what makes me most proud. I feel honored to lead a team that is so dedicated and committed to our mission. Honestly, leading them is made easier because of the kind of people they are.
EF: What final message would you share to help advance and build a sustainable healthcare model in the country?
LE: I truly believe that the healthcare system is something we build together. It is not just the responsibility of the government or doctors. Everyone can contribute to creating a system that better serves patients. But to do that, we have to genuinely put patients at the center of every decision, not just in words, but in action. And thankfully, I have seen many people in Colombia who share that same mindset. If we stay focused on the patient, we will be able to navigate the current challenges and the ones still ahead. These problems are not only political. They are also linked to public health, demographics, and other evolving issues. But with the patient as our focus, we will be better equipped to handle them.
The second important point is innovation. We must protect and support innovation in healthcare. Examining human history, particularly in recent decades, reveals that much of the progress in life expectancy has stemmed from advancements in the pharmaceutical and healthcare fields. Therefore, we must remain open to new ideas and continue to encourage innovation throughout the entire healthcare system. In short, keeping patients at the center and embracing innovation are the keys to facing today’s and tomorrow’s challenges.
