CSL Behring: Leading Innovation & Impact in the Healthcare Landscape

Questionnaire:

• CSL is a leading Rare disease Biotech company, can your share with us what motivated you to join this Top plasma player? 

“What motivated me to join CSL was a combination of purpose, innovation, and impact. CSL’s mission to save lives and protect the health of people with rare and serious diseases deeply resonated with me. The company’s legacy in plasma-derived therapies and its commitment to cutting-edge R&D in biotechnology made it clear that this is a place where science truly meets compassion.

• What is the core mission and vision you hold as a leader at CSL Behring, and how does it align with the company’s overarching purpose?

As a leader at CSL Behring, the core mission I hold is deeply aligned with the company’s overarching purpose: to save lives and improve the quality of life for people with rare and serious diseases. This mission is not just a statement – it’s a daily commitment that shapes our decisions, our culture, and our innovation.

• How has CSL Behring’s presence in the Middle East and Africa evolved in the last 4-5 years?

CSL Behring has significantly expanded its footprint in the MEA region since inaugurating its regional office in Dubai Science Park in 2019.

CSL Behring in MEA has evolved in different ways, including: 

• Leadership and Vision: The team has worked tirelessly to position CSL Behring as a trusted partner in the region’s healthcare ecosystem, committed to long-term growth and patient impact
• Geographic Expansion: CSL Behring now operates in nearly 25 MEA markets, supported by a network of distribution partners, agents, and local stakeholders 
• Access to Rare Disease Therapies: The company has focused on improving access to life-saving treatments for rare and genetic diseases, which are highly prevalent in the region due to factors like consanguinity and limited early diagnosis 
• Stakeholder Engagement: CSL Behring has actively collaborated with regulators, policymakers, clinicians, and patient associations to raise awareness, improve diagnosis, and streamline access to therapies.
• Commitment to Local Needs: The MEA team has tailored its approach to address barriers to access, such as limited healthcare infrastructure and awareness, as a result, patients are able to receive timely and effective care.
• What are some of the most significant obstacles you’ve encountered in your role, and how have you and your team overcome them?
• Navigating Access and Reimbursement Challenges in Emerging Markets

• One of the most persistent challenges in the MEA region has been navigating complex and often fragmented healthcare systems, especially when it comes to access and reimbursement for rare disease therapies. Many countries lack formal frameworks for rare disease funding, which can delay or limit patient access.

• To address this challenge, we adopted a multi-stakeholder engagement model, working closely with all stakeholders to build awareness and demonstrate the value of our therapies. 
• Limited Awareness and Diagnosis of Rare Diseases

• In many parts of the region, rare diseases are underdiagnosed or misdiagnosed, often due to a lack of awareness among healthcare professionals and limited diagnostic infrastructure.

• We launched educational initiatives for HCPs especially at the level of family physicians so they can gain expertise from the Rare disease specialists.

• What leadership principles do you live by, and how do they guide you in managing such a critical part of CSL Behring’s operations in the Middle East and Africa?

• Purpose-Driven Leadership
• I believe that when people understand the “why” behind their work, they become more engaged and resilient. At CSL Behring, our purpose—to save lives and improve the quality of life for people with rare and serious diseases—is a powerful motivator. I ensure that every team member sees how their role contributes to this mission.
• Empowerment and Accountability
• I believe in empowering my team with autonomy while holding ourselves accountable to high standards. This balance encourages innovation, ownership, and continuous improvement—critical in a region where agility is key to navigating complex healthcare landscapes.
• These principles not only guide how I lead but also reflect CSL Behring’s broader values. They’ve helped us build a strong, mission-driven presence in the region—one that’s agile, inclusive, and deeply committed to patient impact.

1. CSL emphasizes making people and patients the priority. Can you share an experience where you prioritized patient needs and how it influenced your decision-making? ​

• Absolutely, one experience that stands out involved a patient in the Middle East who was diagnosed with a rare neurological disorder. The therapy they needed was available globally but was facing supply constraints.
• Despite the logistical hurdles, we made the patient’s need our North Star and we worked with internal and external stakeholders to make the product available and successfully made the therapy accessible.

• Innovation is key at CSL, involving reimagining and proactively meeting the needs of others. Describe a situation where you introduced a novel solution to a challenging problem. ​

As you might recall at the beginning of our interview, I mentioned that we have expanded to almost 25 markets within the Middle East and Africa.

With the diversity of our markets and the changing dynamics, it was very difficult to have a field force covering all our countries and all our stakeholders optimally.

Accordingly, we worked with the team to develop a digital platform “Beyond Reach” with the aim of interact and reach our stakeholders especially during the time of pandemic when face to face visits were highly limited

• CSL values ethical actions and respect for others. How have you demonstrated integrity in your professional life, especially when facing ethical dilemmas? ​

I always try to lead by example. Leadership is not just a word. We need to walk the talk demonstrating it through our actions. Throughout my professional careers, I have consistently tried to reinforce a few key principles:

• Integrity: Upholding company policies even when it’s inconvenient.
• Respect: Communicating boundaries clearly and respectfully.
• Accountability: Taking proactive steps to report and resolve different issues ethically.
• Working together and uniting decisively are part of CSL’s collaboration value. Provide an example of a successful collaboration you led or were part of. ​

One of the most impactful collaborations I have supported the team with over the last few years was organizing our “Partners meeting for MEA”.

Involving 25 key markets with the respective partners in one event seems very complex and a tedious task, given the dynamics, backgrounds and levels of understanding.

Having said that, our team united to drive this one-of-a-kind meeting that takes place every couple of years to cascade the CSL Behring strategy and guidance.

It is a tremendously rewarding experience.

• CSL encourages turning imagination into action and striving for better results. Discuss a time when you exceeded performance expectations and the impact it had on your team or organization. ​

We are proud to have registered our Gene therapy for Hemophilia B  and make it available for the Saudi patients, while, it is still in reimbursement phase currently, Saudi Arabia was among the first countries to grant Marketing authorization for adult patients to such innovative treatment.

On top, one of the diseases that our CSL Behring treatments manage is Hereditary Angioedema a hereditary disease, known for the aggressiveness of its acute attacks, that if left untreated might be fatal for the patient.

We managed through our regulatory efforts and in collaboration with the Ministry of Health in United Arab Emirates to register a therapeutic product for Hereditary angioedema prophylaxis in just one week time, which was a record for registration timelines in the region and in the country.

1. As a leader at CSL, embodying and promoting company values is crucial. How would you ensure that your team reflects CSL’s values in their daily operations? ​

As a leader, I believe that values are not just words on a wall—they must be lived, modeled, and embedded into every aspect of our work. At CSL, our values—Patient Focus, Innovation, Integrity, Collaboration, and Superior Performance—guide how we operate and make decisions. Here’s how I ensure my team reflects these values daily:

1. Lead by Example

I consistently model CSL’s values in my own behavior—whether it’s prioritizing patient outcomes in strategic decisions, being transparent in communication, or collaborating across functions. Leadership by example sets the tone for the entire team.

2. Integrate Values into Goal-Setting and KPIs

We align individual and team objectives with CSL’s values. For example:

Patient Focus: KPIs tied to patient access or satisfaction.

Innovation: Goals that encourage creative problem-solving or process improvement.

Integrity: Compliance and ethical behavior as non-negotiable performance metrics.

• Given CSL’s focus on biotechnology and plasma-derived products, how do you stay updated with industry advancements, and how have you adapted to changes in this sector? ​

Staying current in such a fast-evolving field is essential—especially at CSL, where innovation is at the heart of what we do. I take a multi-pronged approach to staying informed and adaptable:

1. Continuous Learning and Scientific Engagement

• I regularly encourage my team to attend global and regional medical congresses to stay up to date. They are often the ones who keep me informed with the latest developments.
• We also participate in internal CSL scientific forums and innovation briefings, which provide early insights into pipeline developments and emerging technologies.

2. Cross-Functional Collaboration

• We, as a team, actively engage with R&D, medical affairs, and regulatory teams to stay ahead of scientific and regulatory trends. These collaborations help me understand how advancements in gene therapy, recombinant technologies, and plasma fractionation are shaping the future of our portfolio.

3. Agility in Market Strategy

• The biotechnology landscape is increasingly competitive and patient centric. We have adapted by promoting faster go-to-market models, local partnerships, and tailored access strategies that reflect the unique needs of MEA markets.

4. Mentorship and Team Development

• I encourage my team to pursue certifications, training, and cross-functional projects that expose them to new technologies and trends. This creates a culture of continuous learning and adaptability, which is critical in a sector where change is constant.
• As we look toward 2026 and beyond, what are the key priorities for you at CSL, and how do you plan to make an even bigger impact in the healthcare industry through.

Looking ahead to 2026 and beyond, my priorities at CSL are centered around deepening our impact, accelerating innovation, and expanding access—especially in the Middle East and Africa, where the need for rare disease solutions continues to grow.

I believe these goals can be achieved through a set of measures:

1. Expanding Patient Access Across MEA

• Strengthen partnerships with governments, NGOs, and local healthcare providers to build sustainable access models, including early diagnosis programs and reimbursement pathways.

2. Driving Innovation Beyond the Lab

• Champion digital health tools, real-world evidence generation, and data-driven decision-making to enhance treatment outcomes and patient engagement.

3. Building Local Capabilities and Talent

• Invest in leadership development, cross-functional training, and local talent pipelines to empower teams to lead with purpose and agility.

4. Embedding Ethical Leadership

• Promote ethical business practices, sustainable operations, and community engagement that reflect CSL’s commitment to responsible innovation.

By focusing on these priorities, I aim to help CSL not only grow its footprint in the region but also redefine what’s possible for patients living with rare and serious diseases. The future of healthcare in MEA is full of potential—and CSL is uniquely positioned to lead that transformation.