Driving Meaningful Change in the Healthcare Landscape in Latin America

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Interview With Karla Alcazar, MBA, President and General Manager, LATAM, Eli Lilly

Karla Alcazar, MBA, Head of LATAM at Eli Lilly, discusses the company’s plans to tackle pressing regional health challenges such as obesity, diabetes, and cancer, while also highlighting the region’s critical role in Lilly’s global strategy. Alcazar offers insights into the company’s focus on innovation, diversity, and patient-centricity, as well as her efforts to empower female talent and drive meaningful change in the LATAM healthcare landscape.

“ I have dedicated my entire career to the pharmaceutical industry because of my passion for making a meaningful difference in patient health.”— Karla Alcazar

PharmaBoardroom: What led you to this role as the LATAM Head of Lilly? What were your primary goals in leading this region?

Karla Alcazar: I have dedicated my entire career to the pharmaceutical industry because of my passion for making a meaningful difference in patient health. My journey began in Mexico, where I aimed to impact local healthcare, but I have since been fortunate to contribute to improving health globally.

As the President and General Manager of LATAM, I oversee the entire region while directly managing the Mexican business. I am the first woman in this role and have been here for 2 and a half years. I also serve as Vice President of the industry association in Mexico, which has been a rewarding opportunity to contribute to broader healthcare discussions.

When I took on this role, my main priority was driving growth through new products. At the time, the business was heavily reliant on mature brands, as they were the largest contributors to sales. However, I believed that our focus needed to shift toward the future.

I set a clear goal to deliver double-digit growth. To achieve this, we redirected investments away from mature brands and concentrated on launching and scaling our newer products. Today, we are proud to be one of the few companies in the Mexican market achieving double-digit growth, effectively double the average growth rate of the overall market.

My second focus was talent development. We established an ambitious talent agenda to build and nurture the capabilities within our Mexican business. I am thrilled that we are now starting to see the results, including successfully exporting several team members to corporate roles. This has been a point of pride for our organization and a testament to the strength of our people.

PB: As Lilly aims to become the world’s first trillion-dollar life science company, with plans to launch over 20 new drugs in the next decade—an average of two per year in Latin America—how are you preparing for this upcoming period of product launches?

KA: The key to preparing for this ambitious period is mindset. The team must be ready for launch, and we’ve made significant changes to how we approach this. Previously, we would begin our launch preparations about 12 months before the actual launch. Now, we are starting much earlier to set the groundwork. This is especially important because many of our upcoming launches are for first-in-class or best-in-class drugs, which often require us to create new markets entirely.

Take Alzheimer’s disease as an example. Before we even think about treatment, we need to build an ecosystem that fosters diagnostics and raises awareness about the disease itself.

Similarly, for conditions like obesity, we are working to address the stigma and misconceptions surrounding it. Many still view obesity as a lifestyle choice rather than a chronic disease, but it is a condition with serious health consequences. By starting early, we aim to ensure that the healthcare ecosystem—diagnostics, awareness, and key stakeholders—are ready by the time we launch.

PB: What has been your experience in managing the expectations of key stakeholders regarding the benefits of new products, particularly in the Mexican market, which faces significant challenges related to obesity?

KA: There is still a significant opportunity to change how we approach obesity. What makes me optimistic is that in the Mexican market, many leaders in the healthcare space now recognize obesity as a pandemic. With two-thirds of the adult population classified as overweight or obese, this is a crisis affecting not only individuals but also the healthcare system, which bears enormous costs from related conditions like cardiovascular disease and many others.

However, we still face the challenge of shifting the belief that obesity can be resolved solely through prevention, exercise, and dieting. While prevention is critical, it is not a complete solution. Many patients follow diets, exercise diligently, and yet struggle to lose weight because obesity is a chronic disease. It must be treated as such.

At Lilly, we advocate for prevention but also recognize the urgency of addressing obesity as a chronic condition. The stigma surrounding obesity needs to end. Many factors, including genetics and environmental influences, contribute to its prevalence. With two-thirds of Mexico’s population already overweight or obese, we need a paradigm shift in how we approach this issue.

"Today, we are proud to be one of the few companies in the Mexican market achieving double-digit growth, effectively double the average growth rate of the overall market."

PB: With competitors in the market, how does Lilly maintain a competitive edge in this segment?

KA: Lilly’s focus is twofold. First, we are committed to developing the most effective treatments. Our research and development efforts are dedicated to ensuring that our medications deliver the best outcomes for patients. Second, we emphasize working closely with key stakeholders to drive meaningful change in the perception and management of obesity.

We are not here to simply promote weight loss or to encourage the misuse of these medications. Our mission is to help patients who are at serious risk of health complications and even death due to obesity. By focusing on the patients who truly need treatment and ensuring ethical practices, we aim to lead the market responsibly and with purpose.

PB: Diabetes is another critical health issue in Mexico and across Latin America. What more can be done to address the diabetes crisis in Mexico and the broader region?

KA: The first step is working closely with healthcare professionals. There is a significant opportunity here because many patients remain undiagnosed. At the same time, even those who are diagnosed and treated are often not achieving proper control of their condition. Lilly can play a key role by educating healthcare providers, not just about new therapies but also about the importance of treating diabetes early and effectively.

We need to move away from the outdated approach of starting with older treatments and waiting too long to adopt newer, more effective options. Diabetes is a progressive disease, and patients deserve the best care from the outset. Today, only about 10% of treated diabetes patients are actually in control of their condition. This represents a tremendous opportunity to make a meaningful impact on the lives of patients while reducing the immense costs that diabetes imposes on both healthcare systems and individuals paying out of pocket.

PB: Digital tools and devices are really improving the lives of patients, especially in managing diabetes. Where do you feel Latin America stands on that front?

KA: Latin America is making strides in this area. I was reading that there are around 1200 digital health companies in the region, with the majority based in Brazil, but also a growing presence in Mexico. Globally, health systems are recognizing that digital tools can help address critical challenges like resource limitations.

Telemedicine, monitoring devices, and other digital solutions can alleviate the strain on physical healthcare resources. These tools allow for more efficient management of conditions like diabetes, where timely interventions are crucial. Patients no longer have to wait as long for consultations or routine follow-ups, which is a significant improvement for both the system and the patients. The digital health environment in Latin America is evolving and has the potential to drive greater efficiency and better outcomes.

PB: When it comes to access to innovation and medicine, do you believe Latin America fully recognizes the value of innovation in healthcare?

KA: I believe there is a genuine commitment from governments and key stakeholders to provide the best possible healthcare to their populations. However, significant challenges remain. For instance, in Mexico, only 5.5% of gross domestic product is spent on healthcare, which is far below the Organization for Economic Cooperation and Development´s  recommended minimum of 9.2%. While countries like Brazil and Colombia invest a bit more, they are still below that benchmark. This presents a substantial opportunity for improvement.

Another challenge is the delay in making innovative treatments available to patients. It can take 4 to 5 years for new therapies to reach those in need. Imagine knowing that a life-saving treatment exists but not being able to access it for years. It is heartbreaking for patients and their families, and this is something that must change.

We also need to shift the focus from solely looking at the cost of innovation to understanding its broader impact. Innovative treatments improve quality of life, reduce hospitalizations, prevent complications, and boost workplace efficiency. These factors drive economic growth and reduce long-term healthcare costs. While there is growing recognition of the importance of health, we must continue to advocate for policies and systems that prioritize health as a fundamental driver of economic and societal progress.

PB: What other key therapeutic areas is Lilly focusing on in the Latin American region?

KA: Lilly’s oncology franchise is a significant focus for the region, particularly in the area of breast cancer. Right now, we are commercializing treatments for breast cancer with a clear vision to make it curable in cases where it is diagnosed and treated early. The ultimate goal is to truly say we have cured cancer for some patients.

Beyond breast cancer, we have a robust pipeline of around 60 molecules in development across oncology. Some of these continue the focus on breast cancer, while others target lung cancer and explore cutting-edge areas such as gene therapy and precision medicine. These advancements aim to deliver more specialized treatments tailored to individual patient needs. While breast cancer remains the cornerstone, these additional areas are poised to play a transformative role in our offerings.

PB: How important is the Latin American region for Lilly’s overall strategy, and what role does it play in the company’s global growth?

KA: Latin America, particularly Brazil and Mexico, plays a critical role in Lilly’s global strategy. These two markets are among the company’s top 12 globally and are projected to climb higher, potentially reaching the top 10. The region’s significance stems from the immense unmet healthcare needs, particularly in areas like diabetes and obesity, where prevalence rates are some of the highest in the world.

Our goal is ambitious but achievable—to triple our business in Latin America within the next 5 years. This growth aligns with the tremendous demand for innovative solutions in the region and Lilly’s robust pipeline, which is perfectly positioned to meet these needs. We are launching at least 2 new products annually and are already working across 5 major business units—cardiometabolic health, diabetes and obesity, Alzheimer’s, immunology, and oncology. With one of the most promising pipelines in the industry, we are well-prepared for this period of accelerated growth.

"I believe there is a genuine commitment from governments and key stakeholders to provide the best possible healthcare to their populations. However, significant challenges remain."

PB: As the first female leader of Lilly in the region, how are you working to empower the next generation of female talent in the pharmaceutical industry?

KA: Empowering the next generation of female talent starts with being a visible role model. This is why, despite my busy schedule, I take on leadership roles both within Lilly and the broader pharmaceutical industry.

I dedicate a significant amount of time to mentoring, both within and outside Lilly. Within the company, we emphasize equality in recruitment processes by ensuring gender balance among candidates for every position. While we always select the best candidate for the role, we guarantee that women have an equal opportunity to compete. Once women join Lilly, we focus on their growth through structured succession planning. This focused approach has yielded tangible results—half of our leadership team in the region is now composed of women, who are themselves driving empowerment for others.

Additionally, I believe in engaging men in the conversation about gender equity. I am the proud mother of a son, and I recognize the importance of raising boys who value and support women. In Lilly’s women empowerment initiatives, we invite men to share their perspectives as supportive partners and managers. My own career has been shaped by male mentors who believed in me and encouraged me to take on challenges, such as pursuing an MBA or moving to Brazil.

Diversity is not just about fairness—it directly impacts business outcomes. Companies benefit economically and strategically from diverse teams. By empowering women, we are driving better decisions and stronger performance across the board.

PB: What final message would you like to share with our global readers about your vision for Lilly and the healthcare sector in Latin America?

KA: Lilly has been a part of Latin America for over 80 years—we just celebrated our 81st anniversary this year—and we remain fully committed to the region. Our focus is on launching innovations that will improve health outcomes and enhance the quality of life for people in Mexico and across Latin America.We see a bright future ahead and are dedicated to being a transformative force in healthcare for many decades to come. Together, we can continue to make meaningful progress in addressing the region’s most pressing health challenges and delivering hope to millions of patients.