Novartis Gulf’s Mohamed Ezz Eldin on the region’s key healthcare trends

In an exclusive interview, Mohamed Ezz Eldin, cluster head GCC at Novartis, discusses the transformative steps healthcare organisations must take to improve access to care and build a more sustainable healthcare system in the Gulf region.

Highlighting the importance of strategic partnerships, innovation, and a patient-centric approach, Eldin emphasises how Novartis is playing a pivotal role in shaping the future of healthcare across the GCC.

From leveraging digital health technologies to fostering collaboration between the public and private sectors, his insights offer a roadmap for accelerating patient outcomes and ensuring equitable access to life-saving treatments

What strategies should healthcare organisations implement to accelerate access to healthcare in the Gulf region?

The Gulf region stands at a unique crossroads, where visionary leadership is driving transformative healthcare changes. For example, initiatives such as the UAE’s ‘We The UAE 2031,’ Kuwait’s ‘New Kuwait 2035,’ and Qatar’s National Vision 2030 are key blueprints shaping future healthcare systems, with a focus on excellence, inclusivity, and resilience. However, true progress comes when healthcare organizations take an active role in turning these visions into tangible results.

The first strategic imperative for leadership within healthcare organizations to foster an ecosystem of innovation. Embracing digital health technologies—such as telehealth, AI-driven diagnostics, and remote monitoring—will enable faster access to care, especially in underserved regions. The success of telemedicine platforms in Bahrain and genomic screening initiatives in Qatar highlight how technology can close gaps in access while ensuring timely and effective treatments.

Furthermore, collaboration is critical. Public-private partnerships (PPPs) are instrumental in addressing healthcare challenges at scale, with leadership from both sectors needed to overcome barriers in infrastructure, financing, and specialised care. Through coordinated efforts, we can ensure that groundbreaking treatments reach patients sooner, making healthcare more accessible and equitable.

Lastly, community engagement is essential. Understanding and addressing the unique healthcare needs of populations across the Gulf, such as managing chronic diseases or preventive healthcare measures, will lead to solutions that resonate more deeply with patients. Organisations that foster a patient-centric approach will play a leading role in accelerating healthcare access across the region.

In what ways have strategic partnerships improved patient outcomes and contributed to a more sustainable healthcare system in the Gulf?

Strategic partnerships are more than alliances; they are a powerful mechanism for change, enabling healthcare transformation across the Gulf. By uniting with government agencies, academia, and patient societies, we can collectively improve patient outcomes and strengthen healthcare sustainability.

Leadership within these partnerships ensures we move beyond short-term wins, working toward long-lasting, systemic changes. Novartis’ collaborations in the Gulf serve as examples of this leadership. For instance, the “Women in Pink” campaign with the Emirates Oncology Society, which raises breast cancer awareness, and the “Your Heart can’t Wait” campaign with the Emirates Cardiac Society, aimed at promoting education around heart failure, are additional examples of how such initiatives can provide targeted education and early intervention, resulting in more timely diagnoses and improved patient outcomes.

Additionally, our ongoing collaboration with the Emirates Dermatology Society on initiatives like “Shine a Light on HS” will play an invaluable role in improving the understanding, diagnosing, and management of Hidradenitis Suppurativa.

These partnerships are not just about shared resources—they represent a commitment to leveraging collective expertise to create long-term impact. Through multi-sector collaboration, we are fostering a professional space for healthcare professionals to innovate and collaborate and creating a sustainable and equitable healthcare environment.

What innovative approaches should healthcare leaders adopt to ensure faster delivery of treatments, and how do these compare to traditional models of healthcare in the Gulf region?

To accelerate the delivery of treatments, healthcare leaders must focus not only on external innovations but also on cultivating an internal culture that drives agility and efficiency. At Novartis, we embrace a “curious, inspired and unbossed” leadership philosophy, which empowers our teams to think beyond the conventional and push the boundaries of what’s possible in healthcare.

This culture of curiosity encourages our leaders and teams to actively seek out new ideas and solutions, enabling us to explore novel treatments and partnerships that address unmet medical needs. For instance, our collaboration with Pharmax Pharmaceuticals is a testament to how curiosity drives us to find innovative ways to improve access to care in the Gulf region.

In our inspired culture, we’re driven by the impact we can have on patients’ lives. Every leader at Novartis is motivated to accelerate access to life-saving treatments by fostering an environment where our teams can collaborate freely and share ideas. This was key in our work with the UAE Ministry of Health and Prevention, where our teams helped to rapidly bring innovative treatments to market, including groundbreaking gene therapies that are revolutionising the industry.

Our unbossed approach ensures that our leadership structure is decentralised, empowering individuals at all levels to take ownership of their work and drive initiatives that make a real difference. Leaders at Novartis don’t manage — they enable, allowing teams to make quick, informed decisions that speed up processes and enhance efficiency. This has been crucial in ensuring that we remain agile and responsive, bringing advanced treatments to patients faster than traditional models of care would allow.

By embedding this culture into our leadership approach, Novartis ensures that innovation thrives both within our organisation and in the wider healthcare ecosystem, ultimately driving better patient outcomes across the Gulf region.

What are the long-term goals of Novartis Gulf in developing an equitable healthcare system?

At Novartis Gulf, we are committed to long-term leadership in supporting a healthcare system that is not only equitable but also resilient. Our goal is to serve twice as many patients, twice as fast, and achieving this requires sustained investment in innovation, partnerships, and community-focused healthcare delivery.

We firmly believe that equitable healthcare starts with accessibility. By leveraging our deep portfolio of therapies, which spans areas like oncology, cardiovascular disease, and neuroscience, we aim to bring advanced treatments to all segments of society, regardless of economic status. In parallel, we are focusing on digital health innovations that allow for more personalised and effective care. The Gulf’s regulatory framework, with its focus on innovation and public health, provides a conducive environment for us to bring forward novel treatments at an accelerated pace.

Another key focus is on health literacy and patient empowerment. Our leadership in the industry extends beyond delivering medicine; we are actively working to raise awareness, educate patients, and involve them in their own healthcare decisions. Whether through targeted campaigns or partnerships with local healthcare providers, Novartis is committed to fostering a culture of informed patient engagement across the Gulf.

We see the future of healthcare in the Gulf as one of transformation, with Novartis playing a leading role in driving that change.

By aligning our goals with the region’s long-term healthcare visions, we aim to create a healthier, more equitable society for all.

Can you share some of your recent achievements?

Recently, Novartis Gulf has celebrated several significant achievements that underscore our commitment to transforming healthcare in the region. Earlier this year, we were honoured with the prestigious Parent-Friendly Label in the UAE, a testament to our dedication to creating a supportive workplace that values the well-being of our employees and their families.

Additionally, our recognition as a Great Place to Work in both the UAE and Kuwait highlights our commitment to building an inclusive and thriving workplace culture that attracts and retains top talent. Through our podcast series, “Reimagining the Future of Healthcare,” we have successfully raised awareness about critical disease areas, fostering dialogue on the progress being made in these fields.

Furthermore, our “Unblocked Movement” campaign has gained momentum, promoting healthy living and encouraging preventive measures to address the growing burden of cardiovascular disease. These achievements not only reflect our mission to improve patient outcomes but also reinforce our role as a leader in the Gulf’s healthcare transformation.

 Tell us about the company’s plans.

Novartis remains steadfast in our mission to reimagine medicine and improve and extend people’s lives. Our goal is to expand access to treatments, for communities across the region, ensuring that healthcare reaches those who need it most. In pursuit of this mission, we are committed to developing our people and fostering an equitable and inclusive workplace that values unique and curious minds. By unleashing the power of our workforce, we empower our employees to contribute meaningfully to our vision. We also actively engage in volunteering and community work, reinforcing our commitment to social responsibility.

Additionally, we have a robust pipeline of innovative medicines in development across a range of therapeutic areas. Our focus on partnerships with healthcare providers, governments, and non-governmental organizations will continue to strengthen, as we work together to create comprehensive solutions that enhance the healthcare landscape.

Through these initiatives, we are determined to solidify our role as a leader in the ongoing transformation of healthcare in the Gulf region, driving sustainable change that benefits all.

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