Read the Conversation
Conversation highlights:
- Argentina is emerging as a key market for GSK’s global R&D, with full phase I–III trial activity and over $25M invested in 2024–2025. Faster ANMAT processes and recent IP improvements are accelerating timelines, with plans to triple investment in the next 3–4 years.
- GSK stands out in Argentina by maintaining its full global portfolio locally, often launching innovation ahead of other Latin American markets. The shift toward specialty care, particularly in oncology, is supported by new launches and a growing pipeline of 18 products and indications.
- The company is transitioning from price-driven negotiations to value-based discussions, supported by strong real-world evidence capabilities and long-standing partnerships like CONICET. Patient support programs now reach over 25,000 patients monthly, reinforcing access beyond traditional channels.
- GSK is strengthening its regional footprint through stable operations in Uruguay and exploring new entry models in markets like Bolivia. A broader strategy is underway to accelerate access in smaller countries, ensuring the availability of medicines regardless of market size or geography.
- GSK is investing in long-term system transformation, from advancing adult vaccination models to developing future-ready talent. Leadership focuses on curiosity, accountability, and patient impact, with success measured through team growth and the ability to shape the next generation of healthcare professionals.
EF: You have built your career across both local and multinational companies before joining GSK. What drew you to the company, and what personal mission did you set when stepping into this role?
MG: After leaving my previous role, I took some time to reflect on where I could add the most value. At that moment, I saw GSK undergoing a significant transformation, and I felt my experience across different therapeutic areas, combined with my interest in leadership and organizational coaching, could contribute to accelerating that shift toward becoming a focused biopharma company.
When I joined, I defined three main priorities. The first is to accelerate the transformation from a general medicine company into a more specialized biopharma organization, with a strong focus on oncology. The ambition is very clear: to position GSK as a leading oncology company by 2030.
The second is to expand adult vaccination. In many of our markets, vaccination has historically been limited to pediatric populations. However, with aging populations and growing scientific evidence on the impact of vaccines in improving the quality of life for adults, this is a major opportunity. We expect important developments in the coming months across the cluster I manage, including Argentina, Uruguay, Paraguay, and Bolivia.
The third priority is to redefine the treatment of respiratory diseases such as asthma, COPD, and nasal polyps. In Argentina, there is still a significant gap between what is being prescribed and what is currently available. In many cases, patients are not receiving optimal therapies. Closing that gap requires a combination of policy engagement, continuous medical education, and a stronger focus on innovation.
EF: Argentina is gaining visibility as a clinical research hub. How is GSK leveraging the current economic and regulatory environment to expand its investment and strengthen the country’s role globally?
MG: GSK has been present in Argentina for more than 100 years, with the last 25 years marked by significant investment in clinical development. Today, Argentina is one of our most important clinical trial hubs globally. We currently have the full spectrum of GSK clinical trials in the country, from phase one through phase three. This is not only strategically important for the company, but also for patients, who gain access to innovative therapies when other options are not available, and for the healthcare system through the generation of real-world data.
Between 2024 and 2025, we have been investing more than 25 million dollars, and we expect that to accelerate. This is driven by a combination of factors. On one side, we are seeing more constructive dialogue with the public sector. On the other hand, regulatory improvements over the past years have significantly streamlined clinical trial processes. A clear example of Argentina’s relevance is that, for some of our most important global trials, the first patient worldwide has been enrolled here. That is a strong signal of the country’s capabilities.
Looking ahead, we are already in discussions with the Ministry of Health on how to potentially multiply our investment by three over the next three to four years. This would translate into more employment, stronger scientific development, and broader economic impact.
Finally, recent progress in intellectual property protection is also a key milestone. For the first time in many years, it provides a greater sense of stability, which is essential for long-term investment decisions. Overall, the last 12 to 18 months have created the conditions for us to scale our presence and deepen our commitment to Argentina.
EF: Across Argentina and the Southern Cone, access to innovation remains uneven. How are you approaching access strategies to ensure new therapies reach patients across these diverse and fragmented systems?
MG: I remember a conversation with a Nobel Prize winner who told me, “If patients cannot access the medicine, then what was the purpose of the discovery?” That idea has stayed with me and has become a guiding principle in how we operate. For me, science only has value if it reaches the patient , and access has been one of my top priorities since I joined GSK.
Based on that, we implemented a strategy focused on building new capabilities and changing the way we engage with both public and private payers. The goal is to move away from purely commercial discussions and toward evidence-based conversations that clearly demonstrate the value of innovation.
One of the key pillars of this approach is our patient support program, which is not traditionally common for a company like GSK. Through this program, we support access to more than 20 medicines, combining patient education with financial assistance mechanisms such as discounts and other forms of support. Today, we are reaching more than 25,000 patients on a monthly basis.
At the same time, we are working closely with stakeholders across the system to create more structured and collaborative frameworks. This includes engaging with the public sector to explore new ways of co-investing in healthcare and accelerating access to innovation, while ensuring that the value of these therapies is clearly understood. The shift we are driving is both operational and cultural, moving towards a model where access is built on data, outcomes, and shared responsibility across the system.
EF: Beyond Argentina, you oversee smaller markets such as Uruguay, Paraguay, and Bolivia. How do you approach these markets, balancing lower volumes with the need to ensure access to innovation?
MG: For me, it is not about volume; it is about patients. If there is an unmet need, then our responsibility is to find a way to address it. Operating across Latin America requires a deep understanding of how different healthcare systems function. Each market has its own regulatory environment, level of maturity, and relationship with authorities. For example, Uruguay offers a more stable framework, which allows for better planning, while Argentina presents a more complex dynamic.
At a global level, we are currently rethinking how we approach smaller markets. There is a clear shift toward accelerating access, ensuring that our latest therapies become available more quickly, not only in large markets but also in smaller ones across Latin America and beyond.
This reflects a broader mindset change within the company. The starting point is that innovation should be available to all patients, regardless of geography. Once availability is secured, we can then work on adapting pricing models and access strategies to each context.
This becomes even more critical when you look at our oncology pipeline, where we are developing highly transformative therapies. In these cases, the responsibility is different. Even if there are only a few patients, potentially far from major urban centers, we need to identify them and ensure they can access treatment. If you align teams around that purpose, the solutions will follow. It is about combining scientific innovation with a strong commitment to reaching every patient who can benefit from it.
EF: How do you assess the adoption of real-world evidence across the Southern Cone, and what role is GSK playing in building stronger data and evidence frameworks in the region?
MG: Over the past year and a half, we placed access and health economics at the center of our strategy. Operating across vaccines, oncology, and specialty care requires strong capabilities in evidence generation and interpretation, so the first step was internal. We invested in strengthening our teams and building expertise in health economics to ensure we could engage with credibility.
From there, we expanded into external engagement, working more closely with public and private stakeholders to build a shared understanding of value. This remains challenging, particularly given recent changes in institutional continuity, but we are addressing it through partnerships and trust-building initiatives. A key example is our long-standing collaboration with CONICET through the Trust in Science program, supporting local research and connecting it to global innovation.
At a system level, there is still a need to shift conversations from price to outcomes. Many discussions continue to focus on discounts, while the real opportunity lies in integrating innovation based on value and patient impact.
This shift is becoming increasingly urgent. Over the next four years, we expect to launch around 18 new products or new indications of currently available products, all highly science-driven and requiring more sophisticated engagement with the system. As a result, we are continuing to strengthen internal capabilities while deepening collaboration with healthcare professionals and stakeholders.
Ultimately, the pace of innovation is pushing the system toward more structured, value-based discussions, where the focus is on outcomes and long-term sustainability rather than transactional decision-making.
EF: This publication reaches investors across Latin America. Why should someone invest in Argentina today, and what are the key capabilities you look for when building a science-driven, innovation-focused team?
MG: Argentina offers something that is not always easy to quantify, but extremely valuable, which is resilience. We are used to navigating frustration and uncertainty, but we also know how to recover quickly. That ability to adapt and move forward is a defining strength.
But beyond resilience, what really matters is ambition. Not because the environment is easier, but because the responsibility is greater. If we do not achieve our goals, there are patients who will not receive the treatments they need. That creates a level of commitment that goes beyond any corporate role. From an investment perspective, Argentina brings together strong scientific capabilities, highly qualified talent, and a healthcare ecosystem that, despite its challenges, continues to offer opportunities for innovation and growth.
When it comes to building teams, there are two qualities I consider essential.
The first is ambition, the drive to transform both the organization and the broader ecosystem. We only have one opportunity to do meaningful work, so it is important to use it to create real impact.
The second is curiosity. As we evolve toward becoming a more oncology-focused company, every function needs to deepen its understanding of science. Whether in commercial, medical, HR, or finance, there is a constant need to learn, anticipate change, and adapt.
We are constantly fostering and working with talent that combines that sense of purpose with professionalism and integrity. People who take ownership of the future, not only of the company, but of the system they are part of. I often tell younger colleagues that we are building something for them. In the next five to ten years, they will be the ones leading this organization. The question is what kind of company they want to inherit, and what they are willing to do today to make that vision a reality.
EF: Looking ahead to 2030, what would you like to celebrate, both personally and for GSK?
MG: On a personal level, what I would like to celebrate is the success of my team. Seeing them grow, being promoted, achieving their goals, and receiving recognition is what I value most at this stage of my career. If they succeed, it means that patients in Argentina are receiving better solutions. For me, that is the most meaningful outcome.
From a company perspective, there are several milestones I would like to reach. First, establishing a strong adult vaccination framework in Argentina. This is something that does not yet exist at scale, and I would like it to be part of the legacy we build as a company in the country.
Second, continue to advance GSK’s transformation into a focused biopharma organization. This includes ensuring that our oncology portfolio is fully available in Argentina over the coming years, while also evolving the organization itself, with stronger capabilities, deeper therapeutic expertise, and a more patient-centric mindset.
Finally, I see digital and AI playing a much more prominent role. We are still in the early stages of understanding how to fully leverage these tools, both at an organizational and personal level, but they will be key to how we operate in the future. The same applies to how we approach omnichannel engagement in Latin America, where there is still significant room to evolve.
Overall, 2030 will look very different from today. The challenge is to accelerate toward that future and ensure we are ready to lead in that new environment.
