Q1. Could you start by providing a brief overview of your professional background, with a particular focus on your industry expertise?

I bring over 22 years of leadership experience in the pharmaceutical industry across multinational and regional companies, where I’ve led country operations, market entries, and large commercial teams. My expertise spans specialty care, biologics, and generics, with a strong focus on market access, pricing strategies, and tender management. Most recently, I’ve been leading sales and operational strategies in the UAE, driving sustainable growth while ensuring patients gain access to innovative and cost-effective treatments.

Q2. Which GCC markets or verticals show the strongest growth potential or unmet needs in specialty pharma and biologics?

Oncology and immunology are among the fastest-growing therapeutic areas, characterized by significant unmet medical needs.

Rare diseases and orphan drugs remain largely underserved, though governments are increasingly open to establishing new funding pathways.

Biosimilars: Significant cost pressure on healthcare budgets is driving faster uptake.

Saudi Arabia is the region’s largest market by value and is placing a priority on localization and improving access to specialty care.

The UAE and Qatar are innovation-driven markets, often early adopters of advanced therapies.

Kuwait and Oman are showing growth, though their adoption of biologics has been slower due to constraints such as Afyiah.

Q3. What emerging trends or innovations in pharma commercialization and market access are you most excited about that could offer future opportunities?

Digital health and real-world evidence are playing an increasingly pivotal role, as payer decisions become more closely linked to patient outcomes.

Value-based agreements: risk-sharing models between pharma and payers.

Personalized medicine and companion diagnostics are transforming traditional reimbursement pathways.

Localization and strategic partnerships are gaining momentum, with governments actively encouraging local manufacturing and technology transfer.

Patient support programs are becoming essential, ensuring treatment adherence and helping differentiate offerings in specialty care.

Q4. How is the rise of biosimilars and advanced therapies shaping market expectations and investment priorities?

Biosimilars are reshaping the landscape of affordability, prompting regulators and payers to re-evaluate formulary access and pricing benchmarks.

Their adoption creates budgetary room for advanced therapies, such as CAR-T and gene therapies.

Investors are now prioritizing manufacturing capabilities, regulatory efficiency, and differentiation—whether through enhanced services, patient support programs, or local value-add.

The market is increasingly shifting from a focus on volume growth to value-based investments in innovation and improved access.

Q5. What is the estimated market share of specialty pharmaceuticals and biologics versus generics and traditional pharma in the GCC? Who are the key competitors in these segments?

Specialty pharmaceuticals and biologics account for approximately 25–30% of pharmaceutical spending in the GCC—a share that is expanding more rapidly than that of generics.

Generics and traditional pharmaceuticals continue to dominate in terms of volume (60–70%), although their value growth is comparatively slower.

Competitors:

• Multinationals: Roche, Novartis, AbbVie, Amgen, Janssen.
• Biosimilar competitors include Samsung Bioepis, Celltrion, Sandoz, Biocon, as well as regional players like Hikma and Julphar.
• Among local firms, Julphar, Tabuk, SPIMACO, and others are actively expanding into specialty licensing.

Q6. What are the key barriers and success factors in gaining rapid market access for biologics and specialty drugs across different GCC countries?

Barriers:

• Centralized tendering processes and lengthy registration timelines.
• Budget constraints and a strong emphasis on cost-effective treatment options.
• Limited health technology assessment (HTA) frameworks outside of Saudi Arabia and the UAE.
• Slow adoption of risk-sharing models.

Success factors:

• Early and robust engagement with key opinion leaders (KOLs) and payers.
• Leveraging real-world evidence and pharmacoeconomic analyses.
• Establishing local partnerships and a manufacturing presence.
• Implementing patient support programs and affordability schemes.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

Do you have the right mix of biosimilars, innovative therapies, and value-based solutions to remain competitive as healthcare systems in the GCC evolve?