Read the Conversation
Meeting Highlights:
- Preeti Futnani's New MCO Lead: Priorities for Saudi Arabia and the region. Driving Operational Excellence, Digital Transformation, Expanding Local Manufacturing and strengthening collaborations.
- Sanofi's Transformation Journey: How Sanofi is undergoing a major transformation to expand access to innovative therapies.
- Strategic Importance of Saudi Arabia for Sanofi:
- Increasing local production.
- The first company to manufacture insulin entirely within Saudi Arabia.
- Among the first multinational companies to establish a manufacturing site in the country (2012).
- One of the first multinational companies to set up its regional HQ in Riyadh.
- 8 million vaccines are distributed in Saudi Arabia.
- Talent & Diversity: the company's commitment to being the best employer, with diversity and inclusion as key priorities, with 40% of employees being women.
- Digitalization & AI Integration: AI is a core enabler, making Sanofi one of the first companies to integrate human + AI capabilities through Expert, Generative, and Snackable AI.
- Embrace an innovative mindset and challenge bold companies. The importance of collaboration, agility, and fostering inclusion are key drivers for success.
- Vision 2030 Partnership: Proud strategic partner of Vision 2030, driving innovation, investment, and world-class healthcare solutions in Saudi Arabia.
EF: You were recently appointed into your new role as MCO Lead and General Manager for Specialty Care in the GCC for Sanofi. What was your given mission when appointed, and what are you most excited about in this new role?
PF: I'm truly honored and excited to be MCO Lead and General Manager for Specialty Care in the GCC. Healthcare in this region is undergoing a massive transformation, and it's incredible to see it happening in real-time. There’s a strong focus on collaboration among multiple stakeholders to drive this change, especially with Saudi Arabia leading the way. Before stepping into this role, I led Sanofi’s Vaccines organization in India, before transitioning here in August. I saw firsthand how innovation, partnerships, and access strategies can profoundly shape public health outcomes. Now, returning to the GCC after three years, I’m thrilled to build on that experience and create a lasting legacy in this region. I aim to expand access to groundbreaking treatments for patients and ensure they benefit from the latest advancements.
Our commitment is to ensure this region is among the first to access these innovations, and that’s a personal priority for Sanofi and me. When it comes to my mission here, my aspiration is clear: to accelerate innovation by ensuring the fastest possible access to cutting-edge treatments and vaccines. This is a commitment we’re making to the region. To achieve this, we must strengthen our partnerships with key stakeholders, government bodies, healthcare institutions, and industry leaders. This isn’t something Sanofi can do alone; it requires collaboration across the industry, working together with ministries and governments through public-private partnerships.
Operational excellence is another key focus. I’m committed to building high-performing teams and leveraging digital transformation and Sanofi is making significant strides in this, especially in AI. Another priority is expanding local manufacturing, which is crucial in Saudi Arabia, given its alignment with Vision 2030. Finally, we’re fully committed to supporting Saudi Arabia’s Vision 2030 by driving healthcare transformation through research and development. With such a strong pipeline of innovative products, the question is: how do we ensure that a significant share reaches Saudi Arabia as the country undergoes this transformation?
EF: Could you elaborate on the significance of the greater Gulf region and Saudi Arabia's importance to Sanofi's global operations?
PF: Sanofi has been a trusted healthcare partner in Saudi Arabia for over 50 years, and our presence here has grown stronger. But our commitment to the Kingdom goes beyond just providing innovative treatments. We actively support local industrialization, clinical research, and the digital transformation of healthcare in Saudi Arabia. Globally, Sanofi is structured into 10 key priority markets, with the rest categorized as international markets. The Middle East, specifically this region, is one of those key priority markets. That’s why we’ve been able to invest heavily here, bringing in resources and dedicating ourselves to advancing healthcare in the Middle East and Southeast.
I want to highlight how we support Saudi Arabia through our business units. We operate across three distinct areas. The first is our General Medicine portfolio, which focuses on primary care. The second is Specialty Care, which includes immunology, rare diseases, hematology, and oncology. This is also the business unit I oversee as General Manager. And finally, we have our Vaccine Business, a crucial part of our global healthcare mission. Looking at our footprint in Saudi Arabia, let’s start with General Medicine. We were one of the first multinational pharmaceutical companies to establish a local manufacturing site in the Kingdom in 2012. We recently became the first to localize insulin manufacturing, and insulin will be 100% made in Saudi Arabia soon. And we’re working toward doing the same for our vaccine portfolio. In addition, we were among the first multinationals to establish a regional headquarters in Riyadh. Supporting the Kingdom’s healthcare transformation is a core part of our mission, and we remain dedicated to playing an active role in shaping the future of healthcare here.
Our Specialty Care portfolio spans 15 disease areas, including immunology, which covers dermatology, respiratory conditions, multiple sclerosis, and inflammatory bowel disease (IBD). In Saudi Arabia, the prevalence of rare diseases, oncology, and hematology conditions are particularly high due to consanguinity. Through our Genzyme acquisition, we've become a leader in rare disease management in the region. Beyond Specialty Care, we also have strong vaccines, diabetes, and cardiovascular portfolios. Since 2018, we've launched over 60 products in Saudi Arabia, with 35 more planned by 2030, clearly reflecting our commitment to innovation in this priority market. We're also investing in people. Nearly 40% of our 270 employees in Saudi Arabia are women. Our annual employee engagement survey shows a DE&I score above 8, with a 4-point increase in the last year, marking significant growth since 2022. On the public health front, we produce 8 million vaccine doses annually in Saudi Arabia, helping protect citizens from 12 bacterial and viral diseases. Sanofi is deeply committed to driving innovation, expanding access, and making a lasting impact in Saudi Arabia and beyond.
EF: How do you allocate resources, and manage the different projects concurrently, and what is the key to succeeding in each project?
PF: Our mission and objective are at the core of everything we do. Innovation is our priority. We work hard to ensure that new product launches happen quickly, advocating globally to bring treatments to this market right after the U.S. or Europe. With the ongoing transformation in the region, external partnerships are crucial. Aligning with government priorities helps us stay ahead, and we take a laser-focused approach to ensure we're investing in what truly matters. Regarding Saudi Arabia's strategic role, KSA is a key innovation hub for Sanofi, especially in local manufacturing and research. The Kingdom of Saudi Arabia is one of our top 10 global markets, it is critical to our long-term growth and investment. Looking at the GCC's market significance, this region is rapidly growing, and KSA alone makes up 60% of our business here. One major advantage is Saudi Arabia's fast adoption policies for new medications, allowing us to launch products shortly after the U.S. or Europe and significantly shortening innovation timelines. The regulatory leadership in Saudi Arabia is also remarkable. The SFDA is proactive and collaborative, working closely with companies like ours to improve processes and align with developed markets. We appreciate this level of access, which is recognized globally.
In the next five to six years, we plan to bring 12 breakthrough medications to market, all currently in late-stage clinical trials. This isn’t just a milestone for Sanofi; it’s a game-changer for regional patients. Some of our products could redefine care for COPD, the third leading cause of death worldwide, which remains severely underserved here. We are working to address critical gaps in treatments for multiple sclerosis, a condition that's highly prevalent in this region, by targeting true unmet needs. Another promising breakthrough is in the dermatology field, which would be the next best-in-class treatment for atopic dermatitis. Unlike many existing therapies, these are disease-modifying drugs that actively treat the disease, not just block symptoms. Our investment strategy is highly focused, ensuring we bring innovative, life-changing treatments to the region in the most impactful way possible.
EF: What are the different areas where you see AI being leveraged, and what are the opportunities specifically for Saudi Arabia and the region?
PF: Starting with digital healthcare, the Kingdom is making remarkable progress in this space. I recently visited Seha Virtual Hospital, a fully virtual hospital, and was amazed by what they're achieving. Sanofi is proud to contribute to this transformation as we also evolve digitally. AI and big data are redefining patient care and revolutionizing clinical research. One of our initiatives in Saudi Arabia is My Dose Coach, a first-of-its-kind insulin titration solution that supports over 5,000 patients in the Kingdom. We are working with key institutions to use AI for early patient identification, cutting diagnosis time from an average of eight years to just a few months. Instead of spending years searching for answers, AI can quickly spot patterns and flag potential cases, ensuring earlier testing and intervention.
We are also using data mining to improve care for respiratory diseases like asthma and COPD, which remain underdiagnosed in the region. We can understand patient journeys better by analyzing electronic medical records and creating more effective treatment pathways. In clinical research, AI is crucial in speeding up target identification. This helps us decide where to invest and which disease areas to focus on. For example, we currently have six ongoing clinical trials in the Kingdom, with three new trials planned this year. Our trial capacity is set to increase by 40% next year, focusing on neuroinflammation, oncology, and rare diseases.
Let me shift gears and talk about how Sanofi is leveraging AI. One of our key goals is to become one of the first pharma companies powered by AI at scale. Across the company, we believe humans plus AI are better than humans alone. Our AI strategy is built on three pillars: expert AI, generative AI, and snackable AI. First, expert AI applies massive computing power, machine learning, and trained algorithms to solve complex problems across our value chain, especially in R&D and manufacturing. We combine data science, biology, and engineering expertise to drive innovation. Next, generative AI helps streamline our day-to-day work. For example, instead of spending months working with an agency to develop content, we can use generative AI to create a first draft quickly. This not only saves time but also boosts productivity across teams. Finally, snackable AI is about making data accessible to everyone. Instead of digging through endless Excel sheets, employees can use Plai AI, our internal app, to access real-time insights across the company.
In R&D, target disease identification is improved by 20–30%. Clinical trials help us find better trial sites and include underrepresented communities. It predicts low inventory situations with 80% accuracy in manufacturing and supply, ensuring patients always have access to medicine. At Sanofi, AI is transforming how we work and impact patients.
EF: What advice would you give to other women pursuing a career in pharma in Saudi Arabia and globally?
PF: When I meet with our female employees in Saudi Arabia, I'm always impressed by their boldness. They ask insightful questions about managing time, energy, and conflict. My advice to women is simple: stay curious, embrace a change-driven mindset, and don't hesitate to ask bold questions. I also encourage everyone to ask for help and have open conversations. This aligns with our company culture and my leadership philosophy, which is rooted in collaboration, agility, and a strong focus on patient-centric innovation. Building high-performing teams and fostering diversity is at the heart of everything I do.
In Saudi Arabia, we have specific programs to develop local talent, especially as the Kingdom transforms. We've expanded training and mentorship programs for young Saudi professionals, focusing on women. Collaborations with universities and scientific institutions help us nurture future healthcare leaders. One example is Najm, a talent acceleration program that equips young professionals with the skills, mentorship, and hands-on experience they need to become leaders. This directly supports Vision 2030 goals. This platform offers hands-on training, real-world experience, and mentorship to help them build a solid career foundation.
We have additional support for female employees through our Diversity, Equity & Inclusion (DE&I) committee, where I also serve as a sponsor. We provide mentorship, interview coaching, and career guidance. From personal experience and speaking with other women, I understand what women need and feel, before advancing through an important opportunity. To help with this, we offer a 90-minute interview skills session, which has been incredibly popular, particularly among women, though it's open to everyone. Senior leaders, both men and women, are deeply committed to this initiative. Another policy I'm particularly proud of is equal parental leave for both men and women, a global Sanofi policy. True equality comes when both genders have the same opportunities, including parental leave, allowing everyone to understand better the challenges and needs of both men and women in the workplace.
EF: Five years from now, when Vision 2030 is finalized, how would you like to be remembered?
PF: My mission here is to ensure that when people hear the name Sanofi, they immediately associate it with being the best employer and offering the best employee experience. When we go out scouting for talent, my ideal scenario is that when someone hears Sanofi, their reaction is, great, sign me up. That's where I want to be. And I don't just mean by 2030; I want us to reach that level next year, setting the foundation for our long-term ambition of becoming the leading healthcare company in this region. We're on that path and want everyone else to see it.
EF: Do you have any final message?
PF: Sanofi is a proud strategic partner of Vision 2030, and we're committed to bringing innovation, investment, and world-class healthcare solutions to the Kingdom. Our mission goes beyond providing breakthrough medicines and strengthening the entire healthcare ecosystem. We invest heavily in local manufacturing, clinical research, and digital health transformation. True impact comes from a holistic approach. Our commitment to patients and our people is at the heart of everything we do.
Having worked across vaccines, general medicines, and now specialty care, I've seen firsthand how much effort we put into ensuring no patient is left behind. We’re dedicated to expanding access to life-changing treatments, supporting healthcare professionals with cutting-edge science, and nurturing the next generation of leaders in Saudi Arabia. By investing in talent and fostering a culture of inclusion, something I deeply believe in, we build high-performing teams whose impact goes far beyond medicine.
