Competition, Collaboration: A Roadmap to Expanding Patient Access

Q: How has Stendhal Pharma’s product portfolio evolved over the past couple of years?

A: Stendhal Pharma has an unlimited pipeline. Our approach, supported by a highly capable business development team, focuses on identifying pharmaceutical products and innovative molecules that address unmet needs for both physicians and patients. We take a proactive approach, personally reaching out to potential partners, and have been highly successful in securing strategic alliances with some of the most important companies worldwide. We now represent 10 out of the 20 leading companies in orphan drugs.

Our success is reflected in our growth. In 2018, Stendal Pharma had six commercial partners. We closed 2024 with 24 partners, and in 1Q25, we secured six new strategic alliances. By the end of 2025, we will have about 33 or 34 partners, all focused on innovative molecules.

Q: How are partnerships and collaborations helping Stendhal Pharma achieve its goals?

A: Stendhal Pharma has been consistently achieving double-digit growth, ranging from 18% to 24% annually, including in primary care and chronic diseases. While the company does not have the scale of a Big Pharma company, it maintains high performance standards, expecting its sales force to consistently outperform the market.

Market access remains a challenge across the industry, but Stendhal Pharma has been successful in navigating it. With potential tariff changes ahead, we have fortified our supply chain, ensuring alternative sourcing options from both the United States and the European Union to mitigate risks. Stendhal Pharma also owns a GMP-certified pharmaceutical plant, positioning it well should regulatory requirements shift. While large pharmaceutical companies that divested their plants may face challenges, Stendhal Pharma can offer solutions, though capacity constraints could be a factor.

Q: What alliances are you building with authorities and other parties to expand access to medications in Mexico?

A: The government has a positive attitude. There is now communication, willingness, and determination to solve the issues at hand. However, addressing these challenges requires structured working groups and the integration of all key stakeholders to develop solutions from a broader perspective. The pharmaceutical sector is highly complex, and solving issues such as supply shortages necessitates the inclusion of all relevant actors.

We are witnessing strong collaboration and good intentions, but not all the necessary stakeholders have been involved in the discussion. Discussing a consolidated procurement process is meaningless if the medicine does not reach those who need it. Every party must contribute from their area of expertise while working toward the same objective, ensuring that the right people, with the necessary knowledge, are included in the process.

It is crucial to involve all relevant parties because pharmaceutical companies are only one part of the equation. Distributors, last-mile logistics providers, and other players in the pharmaceutical value chain must also be considered. Without a comprehensive dialogue that includes all stakeholders, it will be challenging to develop the solutions that the healthcare sector urgently needs.

Q: What would be the optimal equilibrium between competitive dynamics and collaborative efforts?

A: Healthy competition is essential. Without it, one becomes complacent and ceases to challenge the status quo. The industry shares a common purpose: the well-being of patients. With this shared goal, we must collaborate to ensure that all patients, regardless of their socioeconomic status, have access to the treatments they require. If a product does not reach the patient, it serves no real purpose.

For example, we represent the company that manages the leading product for the treatment of cystic fibrosis. This is a genetic disease so patients now receive only palliative care, which extends their survival. In Mexico, individuals with this condition typically pass away between the ages of 20 and 25, while in other countries, they may live until 30 or 35. However, with access to this medication, they could lead a normal life.

Now more than ever, the industry must collaborate and engage in dialogue with the government to improve access to life-saving treatments. The playing field is shrinking, as we are all aware of the budget constraints affecting the healthcare sector. However, rather than dwelling on these limitations, we must ask ourselves what we, as an industry, can do to expand access. We must adopt a comprehensive approach to healthcare solutions, where every stakeholder fulfills their role. It is not about viewing each other as competitors or adversaries. If our ultimate purpose is to provide patients with the treatments they need, then collaboration across the industry is the only viable path forward.

Q: How has Stendhal Pharma’s commitment to sustainability and ethical business practices evolved over the past year?

A: We have a certification as a socially responsible company, and we continue working on various initiatives. We are working to make our fleet fully electric. This is being implemented in phases as our vehicles reach the end of their service life. We will continue to contribute to improving the environment and society, regardless of external pressures. We are collaborating with other sectors to advance the transition of our fleet.

Q: What trends are expected to shape the pharmaceutical industry in the coming years, and how will Stendhal Pharma leverage them?

A: AI will revolutionize all industries. But to fully leverage its potential, we must prepare employees in terms of skills, culture, and mindset to ensure its proper use. Many people consider themselves AI users simply because they use tools like ChatGPT or Gemini, but true AI integration goes far beyond that.

Another key issue is the use of AI in decision making, as in some cases, such as certain Facebook algorithms, AI-generated misinformation has led to real-world harm. This highlights the importance of preparing both society and industry to mitigate such risks. In healthcare, if an algorithm is fed incorrect information about a drug’s outcomes, the consequences could be severe. There is also no clear regulation governing AI, making it largely dependent on the ethical standards of the companies developing these technologies. AI will inevitably impact the sector and transform the way we conduct business. Many are already discussing AI-driven drug development.

Q: What key milestones will Stendhal Pharma achieve in the next five years?

A: Our goal is to establish ourselves as the leading company in orphan drugs across Central America, the Caribbean, and the Andean region. Stendhal Pharma can be the reference laboratory for orphan drugs. We represent some of the most important companies in the field, which has allowed us to develop strong capabilities that enable us to provide comprehensive solutions to institutions, physicians, and patients with rare diseases.

In Mexico, access to treatments for rare diseases remains a challenge. The entire industry is working on advancing genetic therapies, but we must also focus on regulatory frameworks to pave the way for these innovations. That will be a key challenge.

We will also continue expanding our portfolio with differentiated, life-saving products. Our goal is to sustain a 20% growth rate, outperforming the market across all therapeutic classes, and ensuring we have the best talent. We often compete with big pharma to bring these molecules to market, and we have successfully done so in several cases. Having the right team is critical to turning these ambitions into reality.

Stendhal Pharma is a pharmaceutical company that offers innovative products for chronic and rare diseases, infections, and support therapies for oncology and pain. It is present in 14 countries in Latin America.