Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

Certified EC leader with in-depth experience and expertise in Market Access, Key Account Management, Government Business, Trade Channels business, Pricing Excellence, Public Affairs, Policy & Patient Advocacy in the Indian Subcontinent

Proficiency in driving sales in government and large multi-chain institutional sectors, leveraging key account management and customized value propositions to secure market share in a sustainable way. Expertise in preparing and managing tender submissions, regulatory dossiers, maintaining compliance with stringent requirements, and achieving successful public procurement outcomes. Successfully navigated the National Pharmaceutical Pricing Authority compliance.

Capable of building and managing public-private, Industry Associations and collaborations, such as Memorandums of understanding, along with internal SOPs to improve healthcare delivery systems and patient care standards.

Q2. How do you assess the size and growth potential of market access opportunities in emerging healthcare markets, particularly India and neighboring regions?

When assessing market potential in emerging regions, I use a multi-dimensional framework that combines several key factors.

• Epidemiological burden and unmet need analysis
• Healthcare infrastructure maturity
• Reimbursement and payer landscape mapping,
• And macroeconomic indicators like health spend as % of GDP and private vs. public market split.

In India, for example, while out-of-pocket expenditure remains dominant, the rapid expansion of government health insurance schemes (like PM-JAY) and private hospital networks are shifting the access paradigm. I model both volume-based affordability and value-based adoption scenarios to project realistic growth opportunities.

In summary, I expect India and neighboring countries to continue expanding in market size, particularly as volumes increase and new therapies in oncology and rare diseases are launched. Inpatient drug consumption is also likely to grow rapidly, supported by the expansion of corporate hospital networks and increased bed capacity.

Q3. What emerging trends will most significantly reshape market access and affordability in emerging healthcare markets over the next 3-5 years?

Three key trends stand out:

Government-driven universal health coverage - It is expanding, with reimbursement for chronic and specialty conditions increasing through programs such as PM-JAY. Private insurance coverage is also growing, particularly in the wake of the COVID-19 pandemic. The adoption of health technology assessment will further influence which therapies are included in coverage.

If the government introduces a co-pay model to address the needs of the 'missing middle' segment, this will serve as a significant catalyst for further growth.

Localization of manufacturing and pricing frameworks – Countries increasingly demanding local value creation in exchange for access, as India reinforces Make In India.

Digital integration in patient pathways – From telemedicine to e-pharmacy to digital adherence tools, improving affordability and follow-up.

Additionally, outcome-based pricing and public-private partnerships will play an increasingly important role in balancing innovation and affordability. Health is also becoming a core political priority in these markets.

Q4. Which are the new therapy areas or geographic markets with the highest potential for access and growth?

In India and similar markets, the next wave of growth will come from:

• Oncology, immunology, and rare diseases, where awareness and diagnostic capacity are improving
• Chronic metabolic conditions like diabetes and cardiovascular diseases, driven by epidemiological transition, including the Obesity Metabolic disorder focus.

From a geographic perspective, Southeast Asia, Africa, and South Asia are positioned for accelerated growth as regulatory harmonization and the development of regional manufacturing hubs improve access and economic viability.

Q5. What role do digital health technologies and data analytics play in enhancing market access, patient engagement, and outcomes measurement?

Digital technologies are transforming access by bridging affordability, awareness, and adherence gaps.

• Real-world evidence platforms help demonstrate outcomes to payers
• Telemedicine and e-diagnostics expand reach into underserved areas
•  AI-driven analytics enable targeted intervention programs and patient tracking, improving both treatment continuity and outcomes measurement.

In short, digital health provides the infrastructure for value-based access—linking cost, outcomes, and equity in one framework.

Q6. Can you provide examples of successful payer partnerships or innovative contracting agreements that have accelerated market penetration?

This is the way forward in times, as there has been a successful model primarily in diagnostics and devices like  CT SCAN installation, Diagnostic labs installation, as well as hospital management through a PPP whereas very limited examples in the pharma space

One effective model is the risk-sharing or outcomes-based contract, where reimbursement is linked to patient outcomes or utilization benchmarks. For example, in some oncology launches, tiered pricing linked to response rates or survival outcomes helped accelerate inclusion in payer formularies.

Another is co-pay assistance and patient support programs in India, where hybrid financing between manufacturers and insurers significantly improved uptake in the first year of launch.

Also couple of states partner with companies in building awareness around stroke, Diabetes, Hemophilia beside oncology

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

I’d ask:

“How well is your access strategy integrated with real-world evidence generation and payer engagement?”

In emerging markets, commercial success is no longer determined solely by clinical differentiation. It now depends on demonstrating value, driving affordability innovation, and building strong partnerships with both public and private payers.

Companies that embed this early in their go-to-market model will sustain leadership as pricing and access pressures intensify.