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Conversation highlights:
GCC countries have demonstrated exceptional ability to move from healthcare vision to execution, making them strategic investment priorities for global pharmaceutical companies.
The region has established accelerated regulatory pathways that enable patients to access innovative medicines as first or second markets globally, sometimes even before traditional launch countries.
Advanced therapies, including gene therapy, cell therapy, and radioligand therapy, are being successfully introduced across the GCC, with some offering potential cures rather than chronic treatment.
Strategic partnerships with health authorities, providers, and payers are essential for co-creating sustainable healthcare solutions and building local capabilities.
Future-ready pharmaceutical teams require curious, agile mindsets that embrace AI integration, real-world evidence, and data-driven approaches to patient care.
The GCC has evolved into a launch powerhouse for innovative medicines and technologies, positioning itself as a global benchmark for early access to breakthrough treatments.
EF: The GCC region has seen a significant transformation in healthcare recently. How are current priorities shaping your agenda?
MEE: Our priorities are laser-focused on accelerating access to innovative medicines across the region. We capitalize on the fast-track regulatory pathways available in the GCC, particularly the fast-track registration process in the UAE and the breakthrough designations introduced by the Saudi FDA, which ensure early access to innovative medicines.
Our goal is to ensure patients in this region have access to our innovative medicines at the same time as, or shortly after, first approval in the first country globally. We achieve this through strategic partnerships with health authorities, healthcare providers, payers, and other stakeholders. Being a trusted partner is fundamental to our approach.
We prioritize collaboration to build capabilities, infrastructure, centers of excellence, and develop local talent in data and AI technologies. Our portfolio is strategically aligned across four therapy areas where we maintain strong positions: oncology, particularly breast cancer, prostate cancer, and hematology-related cancers; cardiovascular and Renal; neuroscience; and immunology.
EF: Why should global pharmaceutical companies prioritize the GCC over other markets?
MEE: GCC countries possess three critical pillars that make them a uniquely strong and accelerating environment for healthcare growth. Firstly, they have established a clear vision and strategic plans for where they want to be in healthcare over the next five years. Second, they consistently demonstrate a remarkable ability to move from vision to execution. Third, they invest significantly in healthcare infrastructure and show a strong commitment to implementation. When you have vision, investment commitment, and execution capability, this is where you want to double down on your presence and launch your innovative medicines.
In addition, GCC countries have become global benchmarks for early access to innovation due to their accelerated registration and predictable pricing pathways. Just recently, we have seen examples of GCC nations being the first in the world to register and introduce new innovative medicines, even ahead of traditional first-launch markets. Also, their investments in genomics, emerging technologies, and public-private partnerships create an exceptional environment for innovation. This is where we invest in AI, data, digital initiatives, real-world evidence, screening campaigns, and patient support programs. As a result, the GCC has become one of the most compelling regions in the world for introducing and scaling pharmaceutical innovation.
EF: How are you working with different partners across the region to advance healthcare?
MEE: Our fundamental concept is co-creation. As a company with a 30-year legacy of bringing medicines—and hope—to patients, we position ourselves as trusted partners to health authorities, providers, and payers, recognizing that sustainable and comprehensive healthcare solutions can only be achieved through collaboration.
In the UAE, we have worked closely with the Emirates Drug Establishment to accelerate access to innovation, particularly in advanced therapies, while also strengthening clinical research and local capability building. Today, we continue to build on this through strong collaboration with the Department of Health in Abu Dhabi, especially in advancing genomic programs and integrating genomics data into clinical pathways.
Across the region, our partnerships with the Ministry of Investment in Saudi Arabia, the Saudi FDA, and leading institutions such as King Faisal Specialist Hospital further reflect our commitment to key priority areas: genomic programs, clinical research, education, and patient support. We also actively engage patient associations, recognizing their essential role in shaping more responsive and inclusive healthcare solutions.
This collaborative approach defines how we work every day—bringing together innovation, capability building, and ecosystem partnerships to improve outcomes for patients.
EF: Looking at your pipeline, which areas do you think will have the greatest impact in the coming years?
MEE: Advanced therapies are among the most promising areas of progress. We are pioneers in gene therapy, cell therapy, and radioligand therapy, having recently launched these across Saudi Arabia and the UAE, with plans to introduce them throughout the remaining GCC countries. What makes some of these therapies revolutionary is their potential to cure diseases with a single treatment, rather than with chronic medications over extended periods. This makes care easier and helps patients stay on track with their treatment, which leads to better outcomes in their healing journey. The UAE, in particular, has become a regional hub for treating patients with spinal muscular atrophy, showing how strong regulatory systems and top‑tier infrastructure can help bring gene therapies to patients faster and at scale.
Our pipeline includes additional radioligand therapies, additional gene therapies for rare diseases, promising immunology products treating autoimmune and chronic urticaria, neuroscience treatments, and cardiovascular innovations. We're particularly focused on Lp(a) as a cardiovascular risk factor, working with partners to increase awareness and understand disease burden. Across all four priority therapy areas, we have compelling pipeline products advancing, with advanced therapies leading the way.
EF: What kind of people do you need to build a future-ready organization?
We need people with curious, open mindsets who embrace continuous learning. AI, real-world evidence, data, and digital technologies are not just tools for us; they are fast becoming a key part of how we work today and how we will in the future. We are looking for people who want to be part of this transformation journey and who understand the agility that it involves.
We value individuals with growth mindsets who learn from mistakes, are not afraid to think differently, and who go above and beyond for patients. And this is more than a slogan for us; it is a reflection of how we work and what we expect from one another. We need people who make things happen to help ensure patient access to medicines, while always doing so in a compliant, ethical, and collaborative way.
Just as important, we look for people who embrace our culture of diversity, inclusion, empowerment, and accountability. We want individuals who lead, take ownership, and follow through on their responsibilities. At our core, we’re a company built by generations of people who believed science should serve society and patients, and as we celebrate our 30th anniversary this year, that commitment to improving and extending lives remains just as strong today.
EF: Looking back at your two decades in the region, what key milestones stand out?
MEE: Looking back over two decades in the region, one of the most defining milestones has been working closely with our partners and health authorities to position the GCC as a global launch powerhouse—not only for innovative medicines, but also for advanced technologies, AI initiatives, and breakthrough projects. Today, countries like the UAE and Saudi Arabia are among the most progressive globally in enabling early access to innovation, often launching medicines among the first worldwide after the US. This transformation has been the result of sustained collaboration across the healthcare ecosystem.
Equally important has been the focus on building strong local capabilities, investing in people development, nurturing diverse talent, and strengthening a sustainable leadership pipeline across the region. Developing future leaders who can navigate complexity and drive innovation has been critical to sustaining this progress. I’m proud to have contributed, together with my colleagues, to both advancing patient access and shaping a high-performing, future-ready organization.
