Read the Conversation
Conversation highlights:
- Private healthcare expansion as a key ecosystem driver: Steady growth of private hospitals over the past decade has increased access to advanced medical technology and strengthened the overall healthcare system.
- Mexico is gaining global strategic relevance: Mexico has elevated its profile within the organization, with headcount growing from 150 in 2020 to nearly 400 employees expected in 2026 and stronger backing from headquarters.
- Growth built on customers and people: Sustainable expansion is anchored in excellent customer service and well-trained, engaged employees.
- Modernization of operating rooms: Major contracts to upgrade operating rooms with intelligent solutions reflect strong demand for advanced systems and better data access.
- Connected technologies and software expansion: Growing adoption of integrated systems that allow broader access to patient data and improve hospital workflows.
- Service transformation as a competitive edge: Response times were reduced by 90%, and a nationwide technical team enabled hospitals to return to operation within days, building long-term trust.
EF: What are the top two achievements of Mexico’s life sciences ecosystem in the past decade and its two key priorities toward 2030?
PB: From my perspective, one of the most positive developments in Mexico is the steady growth of the private healthcare sector. Over the past couple of years, many hospitals have expanded, and new private facilities have opened, bringing more advanced medical technology into the country, which has also positively impacted the public sector. As a result, patients are gaining access to higher-quality services, and more people are opting for private care over public options. Looking ahead, I expect further technological progress that will continue to strengthen and support the healthcare system overall.
EF: How strategically important is Mexico to the company, and how would you describe its role within Drager?
PB: From my point of view, one of the main achievements my team and I have contributed to is elevating Mexico’s profile within the Dräger group globally. Today, Mexico plays a far more strategic role in the group’s organization. Our company in Mexico has experienced substantial growth, and our ambition is to continue advancing among the most significant global markets. At present, we are already positioned in a strong and competitive tier, which reflects the solid progress we’ve made so far.
As the business in Mexico continues to grow and demonstrate its potential, we gain greater visibility and backing from headquarters. This translates into priority when we request investment or additional resources, further strengthening our operations. Our company has also seen remarkable local expansion: when we had our first interview, there were about 150 employees in Mexico; by the end of this year, we expect nearly 400. This growth underscores how much the company has advanced in the country, and we are very proud of that progress.
EF: What is your advice on sustainability and managing double-digit growth?
PB: Our main focus is our customers. We work to deliver the service they expect and respond effectively to their needs. At the same time, we place strong emphasis on our employees. Our team must be well-trained and fulfilled in their roles, as they are the ones who interact directly with customers. These two elements, excellent customer service and engaged employees, are essential for sustainable growth and long-term success.
EF: Is there anything within your current portfolio or pipeline that you are particularly excited about and would like to highlight?
PB: We have been very active in the market. Over the past two years, we secured contracts for more than 300 Intelligent Operating Rooms in Mexico. Many hospitals in Mexico are renovating their facilities to incorporate advanced systems, better data access, and improved tools in the operating room, and we see strong growth in this area.
Another key trend is the adoption of connected technologies. Our software solutions give hospitals broader access to information, including patient data that can be viewed from multiple points within the hospital, even from mobile devices. The shift toward digital tools and integrated systems is clear, and demand for these technologies continues to rise.
In medical devices, we are particularly proud of one of our latest surgical lights, designed to eliminate shadows and ensure consistent, precise illumination throughout surgery. It has attracted significant interest at medical congresses and exhibitions. Looking ahead, we plan to introduce additional products, especially in patient monitoring, alongside the continued expansion of our software portfolio.
EF: How does your portfolio address public and private sector needs, and how is your business distributed between these segments?
PB: There is a clear trend of the private sector adopting new products earlier than the public sector. However, our portfolio is the same across regions: the products and technologies we offer in Mexico are the same that we offer in Europe and Asia. The company does not differentiate by region in terms of technology, so customers here have access to the same solutions as in other major markets.
In a typical year, revenue from the private and public sectors should be balanced at about 50–50. In the past, we relied more on government business, but this has become more equal over time. Last year, the private sector accounted for a larger share, as government activity slowed and several projects did not move forward. Looking ahead, we still expect comparable contributions from both sectors, supported by continued growth in public and private hospitals, with new facilities being developed in each segment.
EF: How are you adjusting your pricing and payment models to support hospital efficiency and cost control in Mexico?
PB: We always aim to tailor our approach to each customer’s needs. When a hospital requires financial support, we assist within our means. Sometimes through financing options, other times through arrangements that avoid large upfront payments. For smaller hospitals with lower surgical volumes, we offer service-based models in which we provide the equipment, service, and consumables, and the hospital pays a fixed monthly fee instead of making a major initial investment. Our goal is to remain flexible and create solutions that allow us to work with a broad range of customers.
EF: With the rapid advancement of AI and new technologies, what skills and talent are you prioritizing to build the company of the future?
PB: What I value most are people with an entrepreneurial mindset. I look for team members who go beyond their daily tasks, ask questions, identify opportunities, and bring ideas that help shape the company’s future. In some areas, we are reinforcing our capabilities with more IT professionals, while in others, we continue to build on our core strengths.
One of the initiatives I am most proud of in Mexico is our Solution Center, a model that has since been replicated in other parts of the company. Our architects and consultants work directly with hospitals to redesign and optimize their spaces in line with Mexican regulations and healthcare standards, improving workflow and operational efficiency in critical areas such as ICUs, NICUs, and operating rooms. The team collaborates closely with doctors and hospital staff, first understanding their challenges and needs before proposing solutions. Seeing a project evolve from initial planning to the implementation of a fully designed unit is highly rewarding, and this approach has been a key driver of our growth in Mexico.
This consultative model also builds trust. Our goal is not to sell the most expensive equipment, but to deliver the right solution for each hospital. We begin by understanding their operations, constraints, and priorities, then recommend the most suitable portfolio. What matters is that it fits their needs.
Service is another area where we have made significant progress. We have cut response times by ninety percent and now have more than one hundred technical specialists across the country, typically reaching customers within a day. When an operating room is not functioning, the consequences are serious. Financial loss in private hospitals and delayed care in public ones. By expanding our engineering team and accelerating support, hospitals are no longer left waiting for weeks or months, but usually only a day or two before they are fully operational again.
EF: What are the key contributions that Drager Mexico brings to the global organization?
PB: I am very proud of my team and of the work we do beyond Mexico. We provide consulting and coaching, and often join international kick-off meetings to share our experience. For example, two members of my team and I will soon participate remotely in a kick-off session in Asia, where we will explain how our Solution Center operates and how we developed our Integral Service Model, which they are considering for their own markets.
At the regional level, we invite colleagues to our sales kick-offs to present our initiatives. We make a deliberate effort to share best practices and the approaches we value most, so we can collaborate with the region and can adapt them when they are relevant.
Service development has been one of our greatest achievements in Mexico. We have transformed how we support customers, evolving into a much stronger and more responsive organization. In many cases, we can resolve issues immediately, which builds significant trust with our customers. This trust not only strengthens our service business but also encourages repeat purchases and long-term partnerships.
EF: As you approach your 10th anniversary with Drager, what message would you like to share in a celebratory speech with your team?
PB: I feel very happy and proud to be in this position. Coming from a finance background, stepping into this role opened an entirely new world for me and allowed me to make a real impact. We support hospitals with advanced technology, work with government institutions to offer competitive pricing so they can access high-quality solutions, and create opportunities that enhance the professional lives of our people.
One of the things I value most is seeing how my management team has evolved. We have grown from six to ten leaders, with greater diversity, a more balanced representation of men and women, and more local Mexican talent in key roles.
I am also proud of how we develop people from within. We collaborate with universities to prepare future managers, and many participants now hold leadership positions. It is especially rewarding to see colleagues who began in entry‑level roles advance into management, and others who started their careers in Mexico now contributing in different countries across the organization. Seeing that kind of growth and mobility is something I truly appreciate.
