Meeting an essential need: Health

Demand for access to healthcare is increasing and is becoming a key political issue in the Philippines, as it is worldwide. The growing pressure on drug prices has made the environment in which we operate more difficult. It is time to challenge ideas, strategies, and approaches.

As we wrestle with multiple challenges – the Cheaper Medicines Bill, a highly competitive market, and a rapidly changing business climate – our task can be summed up in two words: adapt and innovate. It is time to re-think and experiment on new innovative models. Adapting to change means re-inventing, re-structuring, understanding customers’ needs, and creating value for all stakeholders.

Management ideas are not fads, they need to be used and tested for years. But they certainly evolve. We in Sanofi-Aventis must adapt to create the right corporate architecture such as being innovative, vision-directed, and value-focused. We also believe that we need to return to basic values, to our primary vocation: fostering a healthy environment by making innovative medicines available because health matters.

Driving back disease

Sanofi-Aventis Philippines is an affiliate of the global pharmaceutical company Sanofi-Aventis, the largest in Europe and the world’s fourth largest. Sanofi-aventis is ranked fifth in the local market. Backed by a world-class R&D organization, our medicines provide solutions to therapeutic areas such as cardiovascular, thrombosis, diabetes, vaccines, oncology, central nervous system, and internal medicine. Our portfolio includes medicines that are world leaders in their therapeutic classes, ranking No.1 or 2 in the segments we participate in.

Our group deals with different markets and healthcare needs. Thus, our approach is tailored to local market needs to make the most of new opportunities for local growth. For us, there are “no small countries, no small products”. This concept is not just a theme, but is also a strategic choice that is proving to be a winner today.

To improve access to quality and affordable medicines to millions of Filipinos, we recently launched our generics arm, Winthrop Pharmaceuticals Philippines, Inc. A generics company with a difference, Winthrop is committed to improving quality of life by expanding the reach of innovative, well-researched molecules.

Our Mission, Vision and Values provide constant foundation for our work and the way we conduct business. We believe in doing business with a heart. We practice good corporate citizenship through a wide range of community projects that support children’s causes. The way our employees embrace the corporate values in their daily interactions with stakeholders plays a vital role in our corporate culture. The mindset created by this culture helps drive both our personal and professional growth and success.

Leadership by example

Being the head of a multinational company is a daunting task, much more so when you are the first Filipino to sit in the GM’s office.

I grew with and into the company, starting out as a Professional Service Representative for Sanofi Philippines Inc. I was promoted to district manager, product manager, and held most of the sales and marketing positions. I then became business unit director and headed the team which made Lactacyd a superbrand and the “Gold Standard” in feminine hygiene. Owing to its great potential to become a global brand (after generating unexpected huge sales volume in the Philippines), the Lactacyd success was expanded to the world – to Asia and Latin American countries.

Rising from the ranks gave me a wider and better perspective. From doing field work, coaching sales representatives, to creating effective strategies to strengthen the position of our products, I have been there and done it all. This is why I can empathize with employees of all levels and know exactly how to engage and motivate them.

My management style has always been to set the bar high, to aim for excellence. I always stretch and engage people, encouraging them to go beyond what is expected of them. I like stretching capabilities to their absolute limits. As a leader, I take it upon myself to nurture that inner flame – by my own example. Paeans of praises have been sung about my ability to balance work and play among members of my team. My mantra: “Labore dure, lude dure”. Work hard, play hard.

Family as priority

As the head of Sanofi-Aventis Philippines, my schedule is a killer. It is a rarity when there is a day which is not filled with meetings, business reviews and presentations. That is my life five days a week.

During weekends though, I take off my hat as a GM and simply be a husband and a father, two roles that I play to the hilt. My family is my priority. I go to the market and cook for them. I love bonding with my kids, composed of three boys and one girl. I believe that the primary measurement of a good leader is a tightly-knit, successful family.

I cherish these moments with my wife and kids. It serves as breather, a medicine to a tired man who carries the burden of running a multi-billion business. These moments give me renewed strength to face the grueling and sometimes chaotic corporate life.