Read the Conversation
Conversation highlights:
- Strong momentum in the Mexican healthcare ecosystem, shaped by active collaboration of key stakeholders from the government, at a health and industrial policy level.
- Major breakthroughs in genetics and biotechnology have transformed the life sciences sector, particularly in developing solutions for complex diseases such as cancer.
- Artificial intelligence is accelerating innovation, improving R&D speed, operational efficiency, competitiveness, and overall service quality in API development.
- Long-term collaboration is critical in APIs, requiring continuous communication with pharmaceutical companies to anticipate market trends, patent expirations, and evolving patient needs.
- Proximity to pharma clients enables faster response and strategic foresight, allowing companies to align research focus with upcoming therapeutic waves and demand shifts.
- Kamberg’s 2030 ambition is to build a diversified portfolio of 40–50 high-volume APIs, balanced between Mexico and international markets, while remaining financially healthy, strong, and optimistic about growth.
EF: What do you consider two of the biggest achievements in the life science sector during the years you have been in the sector? And what should the sector focus on over the next four years as we approach 2030?
LN: I believe the most important progress today is in biochemistry. We’ve seen major breakthroughs in genetics and meaningful advances against complex diseases such as cancer, much of it driven by genetic innovation.
Equally crucial and only beginning to unfold is the use of AI, which is sharply accelerating the pace of innovation. What once took ten years can now often be achieved in four, and this cycle is likely to become even shorter. While physical technologies are not evolving as quickly, the real leap is in intelligence. The molecules already exist, but AI allows us to process vast amounts of data, develop and optimize molecules far more efficiently, and ultimately treat more people. New generations of molecules are arriving faster. I think this will be one of the defining features of our time. In a few years, we’ll look back and be struck by how much has changed in a short time. As in many other fields, AI is driving rapid transformation in healthcare, and I believe this momentum will continue.
EF: How do you assess Mexico's movement toward international commercialization in APIs, and what initiatives support this transition?
LN: We are part of AMELAF and are likely the only laboratory there dedicated exclusively to APIs. Our work is closely aligned with a broader national push to strengthen the pharmaceutical sector, particularly API production, as a strategic priority for Mexico. This effort involves key economic and health authorities who see medicines and APIs as essential for the country’s long‑term resilience.
Within this context, a dedicated committee of API producers has been formed. Together, we account for a significant share of Mexico’s API manufacturing capacity. This is a critical step toward building a robust industry in Mexico, serving both the domestic market and international demand, while helping to rebalance a global supply chain that currently depends heavily on China and India.
Our initial meeting marked the start of an ongoing process. The goal is to work as a team through regular, practical sessions. It was a genuinely interactive discussion where everyone contributed, and we quickly began identifying key issues and opportunities. Open communication is essential. Progress is difficult if decision‑makers do not listen to smaller but highly specialized companies that are part of the ecosystem. We face common challenges, especially regulatory and institutional hurdles that have not always been supportive. The authorities showed real awareness of these issues, openness to dialogue, and a willingness to move from diagnosis to action.
This type of collaboration is vital for reinforcing Mexico’s API capabilities and for supporting international growth. Large multinational and domestic players are also involved, not just defending their own interests but contributing to a shared agenda, exchanging ideas and experience, and being transparent about their plans. Some are investing in advanced technologies, including digital and AI‑driven tools that support molecular synthesis and development. The reasoning is clear: if companies dedicated to molecule synthesis can upgrade their capabilities, they become stronger partners and more sophisticated clients, which ultimately strengthens the entire value chain.
As the ecosystem becomes more efficient, innovative, and interconnected, everyone benefits. That collective mindset, putting the development of the broader industry ahead of narrow, individual interests, was one of the clearest outcomes of the meeting.
EF: Where does Kamberg Group stand today, and what opportunities do you see for 2026?
LN: Locally, we began by putting the company in order. After acquiring it, we changed the name and obtained the necessary certifications. Once the facility was properly set up and running smoothly, we turned to our customers, the laboratories that use our APIs. We approached them one by one. In most cases, they confirmed their ongoing need for the APIs they were already buying from us and requested additional products, which we are now developing.
We also have a major project that began three years ago and is now moving into production. In parallel, we are advancing an expansion plan. The basic engineering is complete, and we are developing further projects aligned with our current initiatives and export prospects. A key objective is to export our APIs to markets such as the United States, Brazil, Argentina, Canada, Europe, and Japan.
EF: What strategy guides your partner selection, and how do you balance growth with capacity constraints?
LN: We prioritize the most productive APIs. Demand is increasingly focused on newer, higher-value products, which is advantageous for both our customers and us. There is a strong trend towards replacing existing APIs, which is good news, but it is a gradual process. This forces us to be selective and to evaluate the complexity of each project, as we are not a large facility with every operation in-house. We must align our capabilities with what is required.
Overall demand is high, which underpins an ambitious expansion plan. We want to build on our existing base and add greater flexibility, with both larger-scale and smaller-scale production, as there is a substantial market for small quantities.
In development, pharmaceutical companies often need small batches, particularly for transfer and validation runs. If the minimum scale is 500 kilograms, that is frequently excessive, especially for very expensive APIs. Facilities capable of producing one, two, or five kilograms make these projects feasible for our clients and for us.
We also see a growing market of laboratories preparing personalized medicines for individual patients. As medicine becomes more precise, this segment is expanding, and with the right facilities, we could supply APIs to these customers. At present, they typically import them through complex, costly processes with considerable uncertainty. We have been in discussions with them, but a single facility cannot serve every type of product, so flexibility is essential.
Ireland is one of our priorities because it is an attractive location, with clear requirements and a relatively quick process compared to other countries. Full compliance remains necessary, but expectations are precise and transparent.
EF: How do you envision balancing domestic market needs with international expansion?
LN: Diversifying our markets is essential for us. Although Mexico has significant API demand, volumes are often insufficient to make certain projects viable, so we must find an appropriate balance. We are moving in that direction, although it is still too early to define what share will be local and what share will be export. What is clear is that we do not foresee exporting 90 percent of our production. Our objective is to reach a balance that keeps our operation sustainable and competitive while allowing us to serve multiple markets.
We aim to offer high-quality, competitive prices, and excellent service, while maintaining close, long-term relationships with laboratories. That is part of our culture. We are not interested in isolated transactions; we want to understand our partners’ needs and work together. These projects require ongoing communication and a clear view of how those needs evolve. That is how we build lasting partnerships.
EF: Looking ahead to 2030, what is your vision for Kamberg Group?
LN: We see Kamberg becoming more diversified, with a balanced portfolio. Our goal is to develop around 40 to 50 APIs, focusing on high-value products and maintaining a balance between international markets and Mexico. This is the vision guiding our work, and we are committed to keeping the company healthy and sustainable as we grow.
