Expanding Access to Molecular Medicine to Enhance Care

Q: What added value does Grupo JUAMA bring to the competitive healthcare landscape?

A: Grupo JUAMA has been fortunate to benefit from the foresight of its Board of Directors. Over the past 12 years, their commercial strategy has been to reduce exposure to government contracts. Following recent changes within the public healthcare system, we have invested significantly in building a nationwide sales force. Our professionalism and experience have enabled us to consolidate relationships with major hospital groups as well as independent hospitals, opening doors to a variety of projects with these institutions.

Q: How has Grupo JUAMA diversified its business in response to the evolving healthcare landscape?

A: We have strategically diversified into several sales channels and healthcare sectors. For example, our Dlife pharmacy, while structurally separate from Grupo JUAMA, operates within the same consortium of family companies sharing infrastructure and knowledge. Dlife was the first online pharmacy dedicated to serving patients with chronic degenerative diseases such as diabetes and obesity, addressing their need for reliable access to treatment and supplies. 

We also operate V&L, which focuses on dietary supplements and pharmaceutical ingredients. We are entering the pharmaceutical supply sector through joint ventures for the manufacture of capsules, packaging, and security seals, aiming to serve not only Mexico but also the Americas. This approach recognizes the rapid growth of Latin American markets, which are often secondary targets for major international companies.

Q: How has Grupo JUAMA contributed to expanding access to advanced diagnostic and treatment services across different regions of Mexico?

A: We have established ourselves as distributors of top-tier medical imaging equipment from providers like Siemens, supplying hospitals with CT scanners, angiographs, MRI machines, and related accessories. The growth in hospital infrastructure presents a substantial opportunity to integrate these offerings into the portfolios of both large hospital groups and independent institutions. About thirteen to fourteen years ago, we pioneered the introduction of molecular and nuclear medicine in central Mexico by investing in a particle accelerator in Leon, Guanajuato, a region that previously lacked PET scan facilities. This investment has allowed us to decentralize cancer treatment and diagnostics beyond Mexico City, providing patients in the Bajío region with better access. 

In December 2024, we formed a joint venture with Grupo Ángeles to create Redes de Ciclotrones de México, which operates cyclotron facilities including those at Hospital Ángeles Universitario. Our goal is to improve the accessibility and affordability of these treatments by increasing competition and investing in additional cyclotron installations nationally over the next two to four years.

Q: What technologies is Grupo JUAMA bringing to Mexico, and what benefits will they bring to the healthcare system?

A: Bringing cutting-edge molecular medicine technology to Mexico has been a key vision. The Mexican Social Security Institute (IMSS) does not operate any PET scanners, but the public sector is beginning to consolidate this market beyond outsourcing arrangements. We anticipate exponential growth as awareness increases among oncologists, who have historically relied on less advanced diagnostic methods such as standard CT scans due to availability and familiarity. Historically, access to PET technology was limited to Mexico City and Monterrey, with recent growth in the Bajío region. 

Molecular medicine offers superior cancer detection and monitoring capabilities, which can improve treatment outcomes dramatically. Molecular medicine uses positron emission tomography, or PET scans, to detect cancer at the cellular level. A radioactive glucose compound is injected into the patient’s bloodstream; cancer cells, which have high metabolic activity, absorb this compound first. The PET scan then detects the emitted positrons, allowing precise localization of malignant cells within the body. This method offers highly detailed imaging that surpasses traditional scans.

Q: What have been the main obstacles preventing the private healthcare sector from fully realizing its potential in Mexico?

A: The principal obstacle is the regulatory environment. Institutions such as COFEPRIS and the National Commission on Nuclear Safety, among others, have created bottlenecks that have deterred investment from the European Union and the Americas. Many essential products and advanced technologies that are available elsewhere are delayed or blocked, leaving patients without access. COFEPRIS oversees a broad spectrum of products — including medicines, medical devices, food, and supplements — that collectively represent 10%-12% of Mexico's GDP. Unfortunately, the commission is overstretched and requires restructuring to better support industry growth. 

Additionally, political instability undermines legal protections such as privatization rights and judicial independence, eroding trust and deterring both domestic and foreign investment. The industry needs a reliable rule of law to foster a stable business environment.

Q: Has the regulatory and political landscape affected competition within the private healthcare sector?

A: Competition is increasing, particularly with the entrance of aggressive Asian companies, notably from China, which benefit from government subsidies enabling them to offer lower prices and aggressively penetrate markets. This places Mexican companies at a disadvantage because we cannot compete on price. The government’s policies sometimes hinder domestic growth while allowing subsidized foreign competition, creating an uneven playing field. To sustain the national industry, it is essential to implement tariffs and regulatory barriers that ensure fair competition.

Q: What competitive advantages do Mexican companies like Grupo JUAMA offer to the healthcare sector?

A: One of our strongest differentiators is service quality. We have invested heavily in service excellence as a strategic response to international competition. Our ability to respond promptly, provide technical support, and maintain longstanding, professional relationships with clients has earned their loyalty. Major hospitals and medical centers value our expertise and the reliability we bring. Furthermore, we act as a soft landing platform for international companies entering Mexico, leveraging our local knowledge to strengthen partnerships. Our ultimate goal is to foster a robust national healthcare industry, but political uncertainty remains the primary challenge to realizing this vision.

Q: What reasons motivated your diversification strategy and the creation of Dlife?

A: With Dlife, our objective was to streamline the supply chain and deliver treatments directly to patients at more accessible prices while providing superior service. We believe that disruption stems from creating positive societal impact, and Mexico’s pharmaceutical industry has long awaited such innovation. Access to medication should not be limited to those insured or to the few medications available through the public sector. Through Dlife, we aim to democratize healthcare access, especially for chronic disease patients who require ongoing treatment. 

Technology is central to this effort. Consumers are increasingly comfortable with online purchases, which enables us to standardize patient journeys and generate economies of scale that allow better pricing.

Q: How do you address patient concerns around trust, especially given the prevalence of counterfeit drugs?

A: Trust is a significant challenge. There is resistance due to lack of familiarity with online purchases and concerns over counterfeit medicines, which are unfortunately prevalent in both public institutions and illegal markets. Providing certification and transparency through regulatory oversight such as COFEPRIS audits can help build confidence. Educating patients about supply chain integrity and implementing secure packaging with certification seals are critical steps to ensure patients receive authentic products.

Q: What is the company undertaking to increase patient loyalty and brand recognition for Dlife?

A: We have made considerable efforts to promote brand awareness and patient retention, focusing on chronic patients who require recurring treatments. However, established pharmacies benefit from decades of market presence and significant marketing budgets, making it challenging to compete effectively. This situation is compounded by the scarcity of venture capital in Mexico’s healthcare sector, which limits investment in marketing and growth. Despite these challenges, we have succeeded in retaining patients through exceptional service and competitive pricing.

Q: What legacy would you like Grupo JUAMA to leave in Mexico?

A: Our foremost commitment is to guarantee the quality of the products and services we offer, as quality saves lives. Without quality, neither pricing nor logistics matter. This standard has positioned us as a trusted provider in the market. We aspire to build a diversified healthcare group that creates meaningful impact across supply chains, enabling our partners to deliver quality treatments. We envision ourselves as a dependable backbone for our clients, helping them enhance their services and access to medications, while continuing to explore additional sectors where we can expand our influence. Above all, we want to be recognized as a beacon of quality and reliability.

Grupo JUAMA provides medical imaging and interventional solutions, as well as water purification systems for various sectors. It serves both public and private healthcare institutions.