Read the Conversation
Meeting highlights:
- Fabian Garcia, giving continuity to Ferring Mexico’s growth during a transformation phase. A new generation of executives for continued commitment.
- Fabian Garcia’s mission: Ferring as a world leader in reproductive health, with a mature portfolio and transitioning into a high specialty portfolio (Microbiome).
- Skills needed to navigate this growth: Upskilling the employees to adapt to the new portfolios in highly specialized areas.
- 2025 is a year of opportunities, under new leadership focusing on patients’ welfare. Calling for prioritizing patient-centered care and ensuring that healthcare reforms truly benefit the population.
- Reflection on Healthcare Access, definition and link to socio-economic capabilities. ( Argentina - Mexico ) .
- Health-tech & Data: advocating for a system where patients own their health data and it is accessible across all healthcare sectors, reducing the need for redundant tests and saving money.
EF: What will define healthcare in 2025?
FG: I think 2025 could mark a turning point for Mexico—a chance to deliver a truly efficient and inclusive health system for its people. There are a lot of opportunities in the Mexican health system. The country has long struggled to achieve 100% healthcare coverage, with only about 50% of the population currently covered through employment-based systems like the Mexican Institute of Social Security. The remaining 50% often move between various programs, from Seguro Popular to INSABI, and now IMSS-Bienestar, leaving many without consistent access to health care.
This gap presents a significant opportunity, especially considering the prevalence of chronic conditions such as diabetes, hypertension, and the rising impact of cancer. I am optimistic that 2025 could mark a transformative year for Mexico's healthcare system. With the new structure led by Dr. Kershenobich and Dr. Armida Zúñiga at COFEPRIS, we have leaders who deeply understand the complexities of Mexico's health systems and are genuinely dedicated to enhancing patient care.
The right people, intentions, and knowledge are all in place, presenting a significant opportunity to address the persistent gaps in healthcare coverage and move toward full inclusion for the Mexican population.
EF: What mission did you set for yourself or were tasked with when you took on the role of leading Ferring's operations in Mexico?
FB: Our mission at Ferring in Mexico has been clear. We have a mature portfolio, based on reproductive medicine, gastroenterology and uro-oncology, with a few key launches in the past five years. My objective is to leverage the mature portfolio we already have. While this portfolio has been highly successful, particularly in 2024 my primary objective is to accelerate the introduction of Ferring’s innovative products to the Mexican market.
Historically, Mexico has been part of Wave 2 or Wave 3in global launch timelines due to market size, but I aim to position Mexico at the forefront of these waves. We have already submitted the dossier for an exciting new product targeting a severe condition known as recurrence of Clostridioides difficile infection, a pathology with significant mortality rates in the U.S. We are optimistic about gaining COFEPRIS approval by Q1.
My mission is clear and impactful: to drive growth through our existing portfolio while accelerating the introduction of innovative therapies to benefit the Mexican population. While our initial efforts are centered on the private sector, we are deeply committed to expanding these advancements into the public healthcare system, ensuring equitable and widespread access for all.
EF: When pitching to headquarters for resources, how do you make the case that investing $1 in Mexico is more impactful than investing it elsewhere?
FG: At Ferring, we have had some strong and constructive debates when advocating for resources, and they have always been guided by our shared philosophy: to help patients live better lives. This is not just a slogan—it’s deeply embedded in our culture, starting from our Chairman, Mr. Jean-Frederic Paulsen, who genuinely prioritizes patient well-being. Whether it is in a high-income country like the U.S. or other small markets, the commitment remains the same: patients must have access to our products because they improve lives.
When I pitch for resources, I emphasize that while Mexico does not always offer the highest prices—largely due to its proximity to the U.S., where prices are significantly higher—it presents a unique opportunity. Mexico is a large country with a considerable population, yet it suffers from a lack of healthcare coverage. If we truly stand by our mission of patient care, we must prioritize Mexico. The disparity in healthcare options here compared to other regions.
In short, my pitch is that Mexico is a country we can trust to deliver meaningful results, in terms of business growth because of the market size but also in fulfilling our responsibility to improve patient outcomes in a market with immense need.
EF: Considering your pipeline and portfolio, what are you most excited about?
FG: I am excited about our innovative advancements in two important areas. One addresses bladder cancer through gene therapy, while the other targets a pathogen linked to a gastrointestinal infectious disease, focusing on the microbiome. These developments represent a pivotal step, enabling the company to broaden its scope beyond its established expertise in reproductive health, gastroenterology and urology.
This strategic move into high-specialty segments represents a transformative opportunity for Ferring. It not only enhances our therapeutic portfolio but also requires a fundamental shift in operational approaches and organizational culture to effectively navigate this more complex and specialized landscape. The potential for growth and impact in these areas is substantial, and I am very excited to embark on this journey.
EF: How do you prepare a team to transition from managing a mature portfolio, which they are already familiar with, to introducing high-specialty products? What strategies do you use to build this team, in terms of training and motivation? How do you identify the best talent for the new pipeline you are working to develop?
FG: I prefer to build and develop talent within Ferring. We have been focused on managing this transition for the past few years. It is not something that can be achieved overnight. The first step is identifying individuals who are already skilled in handling mature products, ensuring they feel comfortable and can go the extra mile in that area. At the same time, we need to detect and develop others who have the potential to develop new competencies and qualifications, allowing them to shift their mindset.
While one option would be to hire externally from a company with expertise in high-specialty products, I believe it is more beneficial to develop talent internally. High-specialty products require specific expertise within therapeutic areas, commercial functions, and government access programs. However, this is only part of the equation. The other part is maintaining Ferring’s core philosophy. Therefore, I would prefer to nurture and develop people within the company to align with our values and goals. This talent can come either from Mexico or from other Ferring affiliates around the world.
EF: Reproductive health has historically been a significant contributor, with global portfolio figures indicating it accounts for over 50%, Gastroenterology over 20% and Uro-Oncology contribute 15% and the remaining share, respectively. How does this translate to the Mexican market? As you transition the portfolio, what are your key goals and objectives for the next five years?
FG: In Mexico, our portfolio follows a similar distribution to the global results. Reproductive medicine represents around 40% of our business, with gastroenterology as our second-largest therapeutic area, followed by uro oncology.
However, there is a slight difference in the Mexican market compared to Europe. In Europe, many of our key gastro products are now facing intense competition from generics, which has led to a drop in sales. In Mexico, however, the market dynamics are different. Branded generics continue to dominate and are the fastest-growing segment, meaning that even with the presence of generics, there is still strong business potential.
While we have seen some sales decline in the public sector, the private sector has helped us recover much of this loss. This reflects the current distribution of our therapeutic sales. Looking ahead five years, we see reproductive medicine continuing to grow in Mexico. This has been a stable therapeutic area over the last five years, but there are still significant access opportunities in this segment. Mexico’s population of approximately 130 million people does not face an issue with demand for reproductive medicine; rather, the challenge lies in education and access.
Most education programs in Mexico focus on contraception, and there is little emphasis on fertility planning. Extensive campaigns are addressing teenage pregnancy, but there is a lack of information on fertility for women who wish to have children later in life. As a result, many women approach fertility specialists later, often in their late 30s or early 40s, which limits their options.
The need for education and access programs is urgent. Our vision is for women to have more control over their fertility decisions, giving them the ability to plan their careers, education, and family life. When women visit gynaecologists, the standard advice is typically about contraception, without considering their longer-term plans for having children.
The opportunity lies in working together with other companies and healthcare organizations to raise awareness and provide women with the information they need to make informed decisions about their reproductive health. Ideally, women could have a full range of options available for them, not just one or two, when they decide to start a family. This could significantly improve access to reproductive healthcare and contribute to growth in the sector.
In Mexico, the issue is not the lack of demand for reproductive medicine; rather, it is the difficulty in approaching health authorities with this type of information. I completely understand that the authorities are prioritizing critical areas such as diabetes, hypertension, kidney disease, and cancer.
EF: How can we shift the authorities’ mindset to focus on reproductive medicine?
FG: Developing education programs for primary care physicians, such as general practitioners and gynaecologists, requires significant effort, as they play a key role in conveying critical information to families. Reproductive decisions are typically made within a family context, so these healthcare professionals are best positioned to communicate effectively with the wider population.
During the pandemic, a surge of interest in fertility preservation emerged, driven by individuals' uncertainty about starting a family at that time but wanting to keep their options open. However, most people seeking fertility care were women aged 38-40, a stage where preservation alone is often insufficient. This underscores the importance of taking proactive steps earlier when fertility options are more viable.
EF: What does access mean to you?
FG: For me, access means that any patient, regardless of the pathology, should have the option to seek health advice (treatment, diagnosis, or medical devices). This is something that can be seen in Argentina, despite its challenging economic situation. There, everyone has access to a healthcare system that can provide for their needs, which is remarkable.
In contrast, when you look at a country like Mexico, which has a stronger economy, not everyone has the same level of access. While they may have access to something, it is not equal for all. Even with programs like PAMI or in the public sector, some level of care is available, and even homeless individuals have some access to healthcare. However, in Mexico, we are still a long way from achieving this level of comprehensive access, and this remains a significant challenge.
EF: What is your vision for the future, specifically regarding the role of AI and data management as a national resource? How do you see the use of information impacting the development of healthcare in Mexico, and what role do you believe technology and innovation will play in shaping a better healthcare system?
FG: I believe this transformation is essential, although it requires substantial initial investment. However, the returns will be seen in the long term. Some health systems have invested for several years before seeing the benefits.
For Mexico, investing in comprehensive data collection and management would deliver significantly greater benefits than the costs of inaction. Implementing accessible electronic medical records for every patient across all healthcare institutions could unlock substantial savings by reducing the duplication of tests and procedures during transitions within the healthcare system.
This represents an incredible opportunity to transform patient care and streamline efficiency. However, it’s essential for the industry to embrace this with a focus on responsibility and patient well-being, rather than solely viewing it as a business venture. While the government and stakeholders might see profit potential, prioritizing patient outcomes—even at the expense of short-term financial gains—will ultimately create a more sustainable and equitable healthcare system.
Investing in technology and improving access to information should be seen as an investment in the patients' future. The patient should be the owner of their own health data, and systems should be in place to ensure their information is readily available no matter where they seek care. For a country with limited resources, implementing electronic health records and advanced technology would be a significant money-saver and improve patient care in the long term.
EF: Is there anything else we have not covered that you would like to bring up or reflect on during this conversation?
FG: From a global perspective, I believe this government period presents a significant opportunity for Mexico to improve its health system. It is important to keep a strong quality to ensure patients' wellbeing. The focus should be on doing things the right way, regardless of cost savings. I am optimistic about Dr. Kershenobich’s leadership and his strong commitment to focusing on patients, which makes this a great opportunity. Ultimately, if we (the pharma industry), the government and the medical device sector can truly put the patient at the center, meaningful improvements can be made.
