Read the Conversation
EF: With an extensive background that includes notable names like Pfizer, TEVA, Baxter, Psicofarma & Schering-Plough, what drew you to join COMED?
RB: This is an interesting story. You see, I have a passion for taking on projects, I thrive on challenges, and putting in hard work has always been a constant in my life. My career started in an unexpected place—television. After earning honors at university, I found myself in the employment of Ricardo Salinas Pliego, a major player in Mexico and owner of Grupo Salinas.
I was always inclined towards working and even held jobs while studying, but this was the real beginning of my journey. Starting with TV Azteca, I found myself in the media landscape. However, my trajectory shifted when I was introduced to Schering-Plough, where I got involved in various aspects of the business, from advertising to product launches.
After eight years with Schering-Plough, I moved to Baxter, stepping into the field of renal disease. Many considered this move unconventional, as I was known for my expertise in advertising, point-of-sales, and key account management in retail environments like Walmart. The move to Baxter was a significant shift, where I delved into understanding the challenges faced by those with renal diseases, particularly in the context of Mexico's healthcare system and the tender process.
Later, my journey took me to work in the generics area at TEVA, developing strategies for different business units such as branded generics, push marketing, private labels, and promoting innovative products like Copaxone and launching Azilect Parkinson. After four years, I started at Pfizer Mexico managing oncology, vaccines, innovation, and established and generic products, where I experienced the strategic side of the pharmaceutical industry and also collaborated with Grupo Neolpharma. But my journey did not end there: the next stop was the clinical labs sector, working with Laboratorio Olarte y Akle. I had the opportunity to explore family-owned pharmaceutical companies, which operate quite differently from their more established counterparts. This experience provided me with a deeper understanding of the complexities and agility of family-run businesses.
Then came the COVID-19 pandemic, which brought forth a unique perspective on selling directly to physicians in the pharmaceutical industry. The ability to directly impact patient care is nothing short of magical. It was during this time that I joined COMED, a clinical lab chamber, as Vice President and started collaborating across various sectors. This journey allowed me to connect with people from different industries, fostering a network that extends beyond clinical labs to include the pharmaceutical industry, the government, and other stakeholders.
EF: Could you provide more insight into how you effectively defend your members’ interests and foster unity within the healthcare industry?
RB: Take the pandemic, for instance. Initially, everyone was working independently, but when the pandemic hit, it brought us all together. It underscored the crucial role of clinical labs worldwide. We, the labs, were in the background, supporting the decisions and operations of pharmaceutical giants. The pandemic prompted us to form a network, attracting many members who joined to share expertise. Our labs, equipped with experts in various fields, collaborated to understand and address the pandemic. We brought together both the smallest and the largest labs, always with an emphasis on unity. We focused on information sharing, recognizing the ability of all labs, irrespective of size, to contribute collectively.
We collaborated closely with the Ministry of Health, addressing challenges in both public and private healthcare sectors. Notably, Claudia Sheinbaum, who was the head of the Mexico City government, reached out, recognizing our leadership in the matter. We collaborated on committees, analyzing essential data and correlations between COVID and various factors such as chronic diseases, gender, and age.
COMED understood its pivotal role during this time. Physicians across various specialties turned to us for information, reducing social stress by sharing our findings with the public, and it was then that we realized the vital role clinical labs played. This collaboration extended to developing new tests beyond COVID, addressing specific indicators for various conditions. Our involvement led to the creation of a committee called "CEPI," focusing on specific tests, innovations, and monthly webinars to share insights among labs. We also contributed to accreditation efforts, emphasizing quality standards. What was started with the three original players in COMED has now grown to 70 members.
EF: What predictions do you have regarding future innovation and technology in your field? Are you excited about any current developments related to early detection and diagnostics?
RB: The future is unfolding, and a concern lingers—we may not be properly prepared. There is a reluctance among people to embrace innovative ideas. The pace of development in labs and the market, particularly in genetics, is swift. Take, for instance, tests like what Angelina Jolie underwent due to her family's history of breast cancer. Today, predictive tests consider genetics, hereditary factors, comorbidities, mental health, and algorithms. However, the challenge lies in making this information comprehensible and affordable for the average patient.
A diagnostic innovation that I am extremely excited about is Preventix. My company, TIMSER, is delving into biomarkers for detecting cervical cancer—and Preventix is a groundbreaking approach compared to traditional methods of testing. Cervical cancer is a global health emergency, being treatable and survivable when detected early but still killing half of the women diagnosed due to current invasive and painful screening methods preventing more women from getting checked. TIMSER provides a more accurate, nearly painless blood-based testing method that is both cost-effective and proven, with over thirteen thousand tests performed to date. The opportunity we have is to launch innovative technologies and work together with the medical community to save women. There is a growing demand for remote consultations, AI-driven information, and voice-activated services. Remaining tied to conventional methods only jeopardizes our connection to the future. It is crucial to educate and adapt, especially in Latin America, where the healthcare sector needs to move swiftly.
EF: How do medical device companies view the role of AI in the healthcare sector?
RB: The younger generation is receptive and sharp-minded. They readily embrace change, saying, "Yes, I can understand." However, the challenge arises when leaders or seasoned professionals dismiss progressive approaches, insisting on the traditional ways. While we value the experience and wisdom of professionals, integrating their knowledge with new technology is a game-changer.
Now, let us delve into fascinating developments—healthcare models that go beyond traditional boundaries. I collaborate with Nova House, Womedic, and many others. These models extend beyond addressing singular issues; they incorporate comprehensive well-being. The focus is on understanding and fulfilling diverse customer needs, transcending the conventional approach of viewing medicine solely in terms of specific medical fields. It is about catering to individual needs, be it medical treatment, therapy, support groups, or a skincare product. The essence lies in listening to and understanding the diverse needs of our customers.
EF: How should the new government prioritize healthcare discussions, and where should they initiate efforts to establish a resilient healthcare system in Mexico?
RB: Mexico is experiencing a moment of transition right now and could benefit from a revival. People are fed up; the government needs to act, or else the public's frustration will escalate. The old ways of doing things were a mistake, and it is time they acknowledged it. The upcoming government must prioritize healthcare.
It is a complex situation; I was at a major hospital yesterday, and a disturbing scenario unfolded. A patient was in need, but the hospital lacked the essential medicines needed to help the patient. This highlights the critical need for effective communication and collaboration among stakeholders, including pharmaceutical companies, hospitals, private device manufacturers, and clinical labs. We cannot afford to play politics; it is time to act and solve these problems with the needs of the patients as our number one priority.
