Read the Conversation
Meeting Highlights:
- India’s Market Potential & Growth Drivers: With a growing population, established healthcare policies, and a high disease burden, India presents significant opportunities for Servier to expand its treatment offerings, particularly in oncology and cardiology, and impact more lives.
- Manufacturing & Global Export Hub: While Servier has traditionally focused on in-house production, India serves as an export platform for global markets, leveraging partnerships with CDMOs to scale operations.
- India’s Transformation & Innovation Potential: The government’s structural reforms and tactical policies are positioning India as a global manufacturing powerhouse, while the country’s diversity and digital innovation make it a promising healthcare hub, especially for research and clinical trials. However, navigating administrative processes could be challenging.
- Company Culture & Purpose-Driven Approach: Servier’s mission-driven culture fosters motivation and pride among employees, emphasizing a patient-first approach.
EF: Starting your new role, what are your main priorities for Servier India?
AB: With a growing population and increasing access to quality healthcare, there are growing healthcare needs and therefore significant opportunities from a business perspective. This is especially true in areas like primary care, cardiology, diabetology, hypertension, and also oncology, where treatments are advancing. In many ways, India is a land of potential, and we can provide impactful treatments that truly meet the needs of patients.
EF: With Servier’s ambitious 10 billion goal for 2030, where does India fit into this company strategy, and what plans are there to expand your footprint in terms of operations and impact on patients?
AB: We may not have the full answer to both questions yet, but we’re thinking deeply about Servier’s place in India and India’s place in Servier’s future. When it comes to Servier's presence in India, our focus is on expanding our reach. We were primarily centered in major cities. However, as the population grows and affordability improves with the country's rising GDP, more people in Tier 2, 3, and 4 towns now have access to quality healthcare. We are expanding beyond metro areas to meet this demand, positioning ourselves on a strong and accelerated growth path.
As for India’s role within Servier, the country is reshaping how we approach production. Traditionally, Servier focused on in-house manufacturing, but India offers top-tier contract manufacturing organizations that deliver high-quality products on a faster timeline than many other regions. As a result, we are establishing India as an export hub, developing and producing combination therapies along with bioequivalence studies and clinical trials for global markets.
EF: What learnings from your experience in Africa can you bring to India?
AB: When comparing the two sub-continents, Africa is far more divided in terms of healthcare access. There is a clear gap between those who can afford care and those who rely on often weak public support, with only a small middle ground where individuals transition from public to private healthcare. India, by contrast, has a more structured system. Government support is available for certain populations, including lower-income groups and specific government employees, offering quality healthcare packages that continue to improve each year. Then there is the trade segment, where people have access to a wide range of treatments, from primary care to highly specialized secondary and tertiary care—often matching European and global standards in terms of doctors, infrastructure, genetic testing, and medicine quality. In this regard, India has a broader and more effective support system than Africa, along with a well-developed private sector for those who can afford it.
What stands out most about India’s healthcare landscape is the government’s strong commitment to expanding access to quality care while positioning the country as a global leader in pharmaceutical manufacturing. This applies to API production, medicine manufacturing, and R&D, where India is actively developing new compounds and molecules. The level of government support for companies and the structural reforms fostering international players is remarkable. What is truly impressive is the long-term vision—strategic planning for decades ahead, backed by tactical steps that steadily turn that vision into reality.
EF: How is Servier trying to leverage India for innovation strategies, and are there any initiatives to strengthen relationships with research institutes and local startups? How are you looking to tap into the huge talent pool in India?
AB: We haven’t yet tapped into India’s vast talent pool or growing innovation landscape, but it’s definitely on our radar. The next step is to build internal awareness and convince the broader group of the potential, whether it’s the skilled workforce, the thriving startup ecosystem, or advancements in areas like AI. We’re also looking to establish global capability centers in India to access this talent and enable Indian professionals to contribute to the group’s worldwide development. While we haven’t started this yet, it’s a clear priority for the coming years.
EF: How is Servier integrating new technologies to optimize operational efficiency and drug development?
AB: At the group level, many initiatives are underway, including a recent contract with Google’s AI arm to collaborate on drug development. AI is undoubtedly a hot topic in pharmaceuticals, supply chain management, and commercial operations. India is playing a leading role in the AI international scene.
EF: Could you share how you are driving Servier’s shift toward a more patient-centric approach?
AB: One of the challenges in large organizations like ours in India is the risk of colleagues at headquarters becoming disconnected from the realities of the field and, ultimately, from patient needs. To address this, we have encouraged colleagues at HQ to spend time with medical representatives, shadowing them to understand their work, engage with healthcare professionals, and listen to conversations about patient care. Cancer survivors came to share their experiences, pain, challenges, and journeys. These firsthand stories remind us of the impact of our work and the importance of delivering treatments that can save lives. It gives everyone a stronger sense of purpose, motivation, and pride in what we do. After all, our ultimate goal is to help patients navigate their illnesses with the best possible care. Keeping this connection alive and bringing the outside in is crucial to staying grounded and focused on what truly matters.
EF: India is known as the world's pharmacy, so is there a new name you would like to give it that better reflects its future role in global healthcare?
AB: These days, India is often called the powerhouse of the global healthcare industry, and for good reason. From being a leader in API and generic manufacturing to emerging as a hub for R&D, the country is making significant strides. With a large patient population and numerous expert centers capable of running clinical trials, India is ensuring its patients benefit from cutting-edge treatments and strengthening global clinical research. Beyond trials, there’s growing R&D activity focused on discovering entirely new innovations and products. While groundbreaking drug discoveries have traditionally come from the U.S., EU, and Japan, India is on track to change that. Over the next 5 to 10 years, it’s poised to become a key player in developing new molecules and driving innovation in healthcare.
EF: What message would you like to share with your team in India and the broader healthcare community as you celebrate Servier’s 70th Anniversary?
AB: Seeing how far Servier has come is truly remarkable. Founded 70 years ago by a doctor and pharmacist, the company now operates in nearly 150 countries with over 21,000 colleagues worldwide, delivering medications to millions of patients every day. It's an incredible entrepreneurial journey. What makes Servier special is the strong connection colleagues feel to the company. Thanks to our nonprofit foundation, we've balanced a strong business and entrepreneurial spirit with a deep people- and a patient-centered culture. This unique blend creates a sense of belonging, and many of us see Servier as a second home and our colleagues as an extension of family. It is a testament to the values guiding us from the beginning.
EF: Do you have any last message you would like to share?
AB: Many people outside India still hold onto perceptions of the country that are 10-20 years outdated. However, India has undergone a dramatic transformation over the last decade. Cities have modernized, companies have embraced world-class digital innovation, and the pace of change is staggering. Today, India is on track to become the world’s third-largest economy, and its progress is visible everywhere—from healthcare and infrastructure to advancements in AI and technology. The old stereotypes no longer reflect the reality of a vibrant, modern India. To truly understand it, people need to visit and experience it firsthand. The country offers far more than the outdated images many still associate with it—it is a hub of immense growth, opportunity, and transformation.
