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Meeting highlights:
- Roche’s Leadership in Healthcare: Roche is noted not only for its advancements in Oncology but also in Hematology, Ophthalmology and Rare Diseases, in alignment with community needs and Vision 2030.
- Improved Healthcare Accessibility in Saudi Arabia: Since Saudi Vision 2030 began in 2016, healthcare accessibility has dramatically increased from 75% to 96%.
- Roche’s commitment to bringing innovative medicines to Saudi Arabia through clinical trials, compassionate use, Early access programs and VBHC
- The importance of fostering Public-Private Partnerships
- Roche’s Innovative Business Model Focused on Patient Value: Shifting to a patient-centered business model, emphasizing value beyond the product itself and aiming to meet gaps in patient care.
- Identifying and Filling Gaps in Patient Care: Roche’s proactive approach in identifying gaps in the patient journey and collaborating to close the gaps.
EF: Could you elaborate on the role that you have had these past years, and what are the priorities next for Roche in Saudi Arabia?
AS: Working in Roche has been an invaluable experience, allowing me to be part of a healthcare-focused company dedicated to bringing innovative solutions. Unlike other sectors, the work we do here directly benefits communities, healthcare systems, and, most importantly, patients. This sense of purpose transcends locations; every time I move to a new country, I can see how we’re adding real value to the community.
In Saudi Arabia, I see our work in alignment with Saudi Arabia’s Vision 2030, especially regarding healthcare. From the outset, our teams focuses on finding synergies and establishing strategic objectives to meet governmental expectations. Over the past four years, as we focused on external objectives, we equally prioritized building internal capabilities to support and sustain our strategic direction to serve patients. Along the way, we identified key areas within healthcare where our contributions could truly benefit the community and healthcare system in Saudi Arabia, aligning with the broader objectives of Vision 2030.
Now, six years into this journey, it still feels as if we’re just getting started, given the dynamic environment in Saudi Arabia. The pace of positive change is remarkable—across healthcare, community life, and social dynamics. This transformation has fostered a welcoming environment for investors and multinational companies, increasing predictability and providing clearer guidance on how to operate within the framework of Vision 2030.
EF: How does Roche plan to leverage its leadership position in addressing non-communicable diseases and rare conditions in Saudi Arabia to further enhance healthcare accessibility and outcomes?
AS: The Saudi Vision 2030 aims to address critical health outcomes, such as reducing mortality and morbidity rates while increasing life expectancy. Traditionally, Roche was the leader in Oncology, recently we have ventured into the areas of Ophthalmology, Hematology, Hemophilia, Rare Diseases and Neuroscience; where we have had a significant impact on patients’ lives. These disease areas may not currently impact mortality rates but place a substantial burden on the community, and are more prevalent in Saudi Arabia, which will enable Roche to support The Kingdom's Vision.
Roche has committed to research and treatment in areas with high unmet medical needs, especially rare diseases. This includes pioneering gene therapies for conditions like DMD (Duchenne muscular dystrophy) and treatments for Spinal Muscular Atrophy (SMA). Each of these diseases, in some way, affects the health outcomes and quality of life in Saudi society.
Accessibility to healthcare has also seen a dramatic transformation. At the start of Vision 2030, healthcare access in Saudi Arabia was at approximately 75%. Today, it stands at 96%, with a goal to reach 100% by 2030. This progress is remarkable, even globally, with Saudi Arabia now offering nearly universal access not only to primary care but also to advanced and innovative treatments. The country ranks among the top ten worldwide in terms of speed and accessibility to innovative healthcare solutions, placing it among the top countries globally.
This unprecedented accessibility metric has created new opportunities, drawing interest from global healthcare and pharmaceutical companies to participate in Saudi Arabia’s transformation. For Roche, this environment has solidified our position as a leader in healthcare solutions, spanning diagnostics, pharmaceuticals, and data-driven healthcare innovations.
EF: What specific strategies are Roche employing to impact patient care and treatment accessibility in the coming years?
AS: A robust healthcare system that ensures accessibility must also prioritize clinical research and trials. Clinical trials are essential—they provide early access to new treatments for patients, as encouraged by the government, and help build local research capabilities. From a governmental perspective, clinical trials contribute to the system’s efficiency, while for companies like ours, they open new markets and help develop crucial partnerships. Trials also allow physicians to gain hands-on experience with new medications, creating a foundation for broader accessibility in the future. Companies investing in clinical research gain early or expedited access to the country, which can be of great value to the healthcare system.
Saudi Arabia, as one of the largest countries in the region by population and economy, is well-prepared to conduct large-scale clinical trials. This readiness is bolstered by recent transformations in the healthcare system, allowing stakeholders to re-evaluate and streamline approval processes. This includes revising IRB committee workflows and significantly reducing approval timelines for trials—from around 300 days to just 90 to 120 days. Such improvements are pivotal in encouraging more research activity, with stakeholders from the Ministry of Health, the Saudi NIH, and others collaborating to expedite clinical research who have executed major efforts in this regard.
The result is a more unified healthcare system that fosters an environment ripe for investment from companies like ours, making it possible to deliver better health outcomes through cutting-edge clinical research.
EF: How is Roche planning to align its strategies with the Saudi government’s initiatives on inclusive healthcare and outcome-based agreements to enhance treatment for rare and complex diseases?
AS: In Saudi Arabia today, access to healthcare has reached a remarkable level, where the majority of residents, whether national or expatriate, can receive necessary treatment. This level of inclusivity is rare and ensures widespread access to care. For those facing challenges in obtaining care, support is available through charities, insurance, and other resources, making healthcare more accessible even for complex and costly conditions, such as rare diseases.
The government’s objective is clear: to provide advanced treatment options and expand access so that the majority of patients in Saudi Arabia have a fair opportunity to receive the best care available. This commitment to patient-centered, value-based healthcare marks a major shift, with more patients being treated and outcomes improving across the board.
EF: What challenges and opportunities have Roche encountered while implementing a holistic, patient-centered approach across its divisions, and how do you envision this model evolving in the future?
AS: Having multiple divisions within the same company presents a unique opportunity to view and support patients from a holistic perspective. In Saudi Arabia, we leverage this by focusing not just on diagnostics or pharmaceutical solutions but also on early awareness, post-treatment monitoring, and comprehensive data tracking for patient outcomes.
Our approach at Roche has transformed the business model entirely, becoming the first and only company to integrate the patient journey focus across all levels globally. Our team members, known as patient journey partners and health system partners, don’t focus solely on prescriptions but on creating measurable value throughout the patient’s journey. This means identifying and addressing gaps in patient care, whether through improved access solutions, expanded insurance coverage, enhanced regulatory support, or collaborations with other companies.
This model has been a significant shift from traditional practices. For the last four years, Roche has operated differently, setting itself apart by considering all factors impacting patient care and working with resources—both locally and from our international network—to find solutions. After 24 years at Roche, I’ve seen a profound change in our operations, and these recent years have marked a true departure from conventional pharmaceutical practices, placing us at the forefront of patient-focused healthcare.
EF: How does Roche prioritize and select its partnerships in Saudi Arabia and globally to drive innovation in healthcare, and what impact do you anticipate these collaborations will have on achieving the objectives of Vision 2030?
AS: In Saudi Arabia, we’re actively engaged in partnerships across sectors to leverage the wealth of opportunities. We collaborate with MISA, MOH, SFDA and other government entities as well as major government institutions; to achieve our shared goal of advancing Vision 2030’s strategic objectives.
Locally, we also work closely with other Pharma companies, for example, we worked with major pharmaceutical companies like AstraZeneca, J&J, and Lilly on clinical research initiatives. By bringing in expertise where needed—especially in areas beyond our own in pharma and diagnostics, like digital health and AI—these partnerships allow us to achieve more together than we could individually. This collaborative, multi-sector approach is key to driving innovation and impactful solutions throughout the healthcare landscape.
EF: As a leader, what key strategies do you use to keep your team engaged and aligned with Roche’s mission to enhance healthcare outcomes?
AS: When there’s a clear alignment on strategic goals and a shared understanding of the impact we aim to achieve, success naturally follows. Starting as a junior pharmacist, I’ve always been driven by the purpose behind my work in the pharmaceutical industry, where each day presents an opportunity to make a difference in patients’ lives. This clarity and sense of purpose are what have kept me committed to my role, and it’s essential for fostering an organization where everyone understands their contribution to patients' well-being, not just as a business pursuit but as a true mission.
In addition, a successful organization must pair its purpose with opportunities for personal growth. As employees see a path for advancement, much like my own journey from entry-level to a GM role, they feel more engaged and invested. When both external goals and internal growth opportunities are aligned, it creates an environment primed for success.
In Saudi healthcare, there’s a collective understanding among all stakeholders that the patient is at the core of our efforts. It’s crucial that we walk the talk, consistently asking what best serves patients and the healthcare system. Achieving this requires a collaborative approach, whether through private-private or public-private partnerships, to ensure the most effective solutions. This is a call for unified commitment towards our shared goal—improving healthcare outcomes through collaboration.
