Solution Forward: Interview with Sandra Orta - General Manager, BMS, Spain

Conversation highlights:

• Strategic Pillars at BMS: BMS is advancing three strategic pillars: reinforcing scientific excellence, driving innovation and healthcare capability, and nurturing top talent. 
• Therapeutic Focus Areas & Recent Treatment Launches: The company continues to expand in five major areas: oncology, hematology, immunology, cardiovascular, and neuroscience. BMS has recently launched significant new treatments in cardiovascular disease, multiple sclerosis, and CAR-T therapy for multiple myeloma. 
• R&D and Clinical Trials in Spain: BMS invests €50 million annually in R&D, with Spain playing a leading role as the top European country and second globally after the US for clinical trials, with one in six of the company’s studies conducted there. 
• Impact of Innovation and Strategic Partnerships: Innovation at BMS not only saves lives and supports the sustainability of healthcare systems but is also strengthened through strategic public health collaborations to accelerate development, as well as European-level scientific partnerships for new product development. 
• Artificial Intelligence shaping the future of health: AI is indispensable: it’s used daily for operational efficiency, embedded in projects to accelerate innovation to market, and being developed further for predictive models that can enhance future patient care. 

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EF: What achievements are you most proud of since joining BMS (Bristol Myers Squibb), and what are your key priorities for the coming years? 

SO: Becoming the General Manager for Spain and Portugal has been an honor and a dream come true. After 15 years abroad, returning home to contribute to improving healthcare through BMS feels very special. For me, this is more than a job; it is a personal mission. 

I came in with a clear goal: to lead BMS Spain and Portugal through a transformation that would position us among the fastest-growing biopharmaceutical companies by 2030. Achieving this requires a full shift in approach and portfolio, built around three pillars: strengthening scientific excellence, expanding our portfolio into new therapeutic areas, and putting people at the center — our team, healthcare professionals, stakeholders, and patients. A big part of our journey has been preparing teams with the right capabilities to adapt to an evolving healthcare environment. I believe in staying close to people, understanding their needs, and aligning strategies around patients and customers. Through digital transformation and new services, our business has evolved significantly, bringing us closer to our goals. 

I am especially proud that we have grown from two therapeutic areas to five: oncology, hematology, cardiovascular, immunology, and neuroscience. Over the past two and a half years, we have launched major innovations across all of them. In cardiovascular health, we recently introduced a treatment for obstructive hypertrophic cardiomyopathy, already transforming patients’ lives by helping them walk, talk, and return to normal routines. With aging populations, cardiovascular health will only grow in importance. 

We have also brought new treatments for multiple sclerosis, giving patients better options and supporting families in managing the disease. In oncology, we have launched seven new immunotherapy indications and prepared for even more advancements. 

In hematology, we were the first to secure reimbursement for CAR T-cell therapy for multiple myeloma, and we are working to bring additional CAR T therapies to market. All of this reflects our mission: driving innovation, transforming lives, and shaping a sustainable healthcare system for the future. 

EF: Could you elaborate on the importance of the Seville site and the broader role of Spain in BMS’s global strategy? 

SO: BMS holds a privileged position in Spain, not only as a commercial player but as a leader in clinical research. Spain is the top country in Europe and second globally, after the US, for clinical trial investment. We also have a major R&D asset: CITRE (Center for Innovation and Translational Research Europe) in Seville, which significantly contributes to Spain’s scientific development and benefits Portugal, where we have doubled the number of clinical trials. 

Globally, BMS has more than  40 molecules in development across 40 diseases, with an overall investment of $11,2 billion last year. In Spain alone, we invest about €50 million annually, most of it in clinical trials, with CITRE as a key priority. 

CITRE is an international hub, staffed by Spanish and global talent, many of whom report directly to key US sites. It attracts Spaniards returning to work in early-stage R&D and international experts drawn by the quality of science and Spain’s lifestyle. What excites me most is the innovative work happening in translational medicine and computational science. 

Our Seville site has been instrumental in breakthroughs like selective protein degradation, a platform that will bring first-in-class treatments to Europe and beyond. At CITRE, we create organoids, design and run trials, analyze toxicology data, and make global decisions about which treatments to advance. This center is a cornerstone of BMS’s global strategy, and having it here in Spain is something we are very proud of. 

EF: How is BMS working to ensure faster access to innovative treatments in Spain, and what do you see as the biggest impact you can make? 

SO: What sets us apart is innovation. At BMS, we are committed to bringing forward new solutions, especially in areas with significant unmet medical needs. Spain and Portugal have enormous potential for innovation, and that is where we aim to make an impact. Our approach relies on collaboration. We work closely with the medical community, decision-makers, payers, and the Ministry of Health to ensure innovation reaches patients faster. We focus on delivering innovation backed by solid evidence, showing why these solutions are needed and how they close healthcare gaps. 

Spain is central to this effort. It ranks second worldwide for clinical trial investment, and one in six BMS trials takes place here, giving us valuable local data that strengthens our case for rapid access. We are also heavily engaged in early-stage research, with 80 percent of our oncology and hematology studies in phase one or two. Beyond these, we are expanding into complex areas like Alzheimer’s, autism, Parkinson’s, multiple sclerosis, and schizophrenia. We launched the first autism clinical trial in Spain, addressing a major unmet need. Early involvement gives our clinical centers experience with advanced therapies long before they reach the broader market, improving patient access. 

Success also depends on strong partnerships with regional regulatory authorities and the Ministry of Health. They understand that true innovation saves lives and reduces long-term healthcare costs. By working together, we can ensure patients benefit from the latest treatments while building a more sustainable healthcare system. 

EF: How is BMS leveraging data and digital tools to enhance its operations and improve patient care? 

SO: I am very excited about what AI is bringing to us. We see its impact across every sector, but today I will focus on healthcare. AI is not just a tool; it represents a mindset shift and must be treated as a strategic pillar in everything we do. It has to be part of our core approach, especially in research and development, clinical trials, and commercialization. In Spain, I am proud that BMS is leading in this space. We apply AI across the entire process of discovering, developing, and delivering innovative medicines. One of the most important changes in R&D is our “predict-first” approach, using advanced computational and predictive technologies to anticipate how new medicines will behave in patients. This significantly speeds up development. AI now runs 100% of our small molecule experiments and about 50% of large molecule experiments to avoid reaching the lab without an AI model first predicting their likelihood of success and helping us identify risks early and move into phase three trials faster. In some cases, AI has cut timelines by up to three years. 

AI is also transforming clinical trials. Spain is the second country in the world for trial activity, so efficiency is crucial. AI began by helping us identify the right patients, but now analyzes historical data, medical images, and real-world evidence, optimizing protocols and supporting better trial design, planning, and execution at every stage. 

Beyond R&D, AI is critical in commercialization. Our healthcare professionals face heavy workloads, and AI helps us predict what information they need and the best way to deliver it. With generational shifts changing communication preferences, AI is now essential, helping us work smarter and deliver better outcomes. 

EF: What AI skills do you prioritize when building your team? 

SO: I usually divide everything AI can do for us into three parts: its capabilities, how we optimize them, and how we apply them. The first part is using AI in our daily work. Everyone has a heavy workload, and AI can help. Tools like Copilot make things easier. If you miss a meeting, it can summarize an hour-long discussion in three lines and write better, more polite, shorter emails. These tools matter, and we must ensure everyone knows how to use them. 

Tier two focuses on efficiency. We often write protocols, create campaigns, and analyze data. AI tools like our own BMS ChatGPT and other algorithms help us draft campaigns and documents faster. We still work with agencies, but AI saves significant time. We also use algorithms to analyze large volumes of medical data, helping us respond faster to healthcare professionals, speed innovation, and bring solutions to market. 

Tier three is the most innovative. Here, we use AI to create new solutions. For example, we are working with a company on a virtual assistant named LOLA, already helping Spanish hospitals monitor patients with hypertrophic cardiomyopathy. Virtual assistants like LOLA improve follow-ups and make healthcare systems more efficient. AI can also predict diagnoses from electrocardiograms and other tools, supporting doctors and improving care. This is where I want to focus most, because AI can transform healthcare worldwide. We have clear rules and ethical guidelines to ensure responsible data use. We are already strong in tiers one and two. Tier three has begun, but there is more to come. Some projects are still in progress, but our goal is clear: deliver AI innovations that improve healthcare systems and benefit patients everywhere. 

EF: What key trends and pillars do you see shaping the future of sustainable healthcare, and what excites you most about it? 

SO: I believe the future of healthcare is about helping people live longer, healthier lives. But the goal is not just to live longer, it is to live well. To achieve this, we need a sustainable healthcare system built on collaboration, innovation, and strong partnerships. We already work with more than twenty patient associations and plan to grow that number. Our focus is on prevention, early diagnosis, and bringing the best innovations into healthcare. Innovation does not always mean expensive solutions; early detection, for example, in oncology, can save millions in costs while improving outcomes. 

Healthcare is a long-term journey. Spain offers a strong ecosystem with excellent professionals, top research centers, supportive regulations, and a Health Authority that attracts clinical trials. These strengths allow us to deliver better outcomes. 

EF: As new technologies reshape daily workflows, what kind of talent environment are you trying to build inside the organization? 

SO: Inside our organization, we embrace talent and inclusion. Around 60% of our team is female, with an average age of 47, and we are recognized as an age-friendly workplace. We want Baby Boomers and Gen Z working together and learning from one another. Gen Z adapts to tools like Copilot effortlessly, and we must leverage this mix of experience and fresh skills. This requires a mindset shift. The way we worked in the past will not be how we work in the future. Adopting new technologies can bring failures and frustration, which is why we need resilience and a safe space to experiment, learn, and improve quickly. 

Work should also be enjoyable. When experimentation feels safe and fun, people are more open to change and innovation. We are driving this cultural shift, encouraging everyone to embrace technology, adapt, and work together to shape a better future.