What motivated you to become the General Manager for LEO Pharma in the Nordics?

Having an international background and being attracted to the life science industry, I was drawn to the innovation and the opportunity to impact people’s lives. With experience at Lundbeck and running affiliates in Australia & New Zealand and Italy, my focus has been on building teams and partnerships with stakeholders, especially patients and advocacy groups. When the chance arose to join LEO Pharma in the Nordics, I saw a company on an ambitious journey to become a leader in medical dermatology.

Did LEO Pharma’s ownership by a foundation influence your decision to join?

While the primary reason for joining LEO Pharma was the company’s patient focus and potential impact, the ownership by a foundation does play a role. Having a single owner allows for long-term thinking, whereas publicly listed companies often prioritize quarterly results. LEO Pharma can balance delivering results with a long-term perspective, reinvesting in research for the benefit of patients.

Can you provide an overview of LEO Pharma’s operations in the Nordic region?

LEO Pharma operates in all five Nordic countries. The markets share similarities in terms of regulatory environments, reimbursement systems, public-funded healthcare, and language. This makes the Nordic region an ideal area for LEO Pharma to conduct business.

Why does LEO Pharma have its Nordic headquarters in Sweden despite being a Danish company?

The decision to have the Nordic headquarters in Sweden was driven by the need to be closer to the global headquarters and to treat the Nordic region as another region of the world. While the Nordic markets are important, they don’t represent the majority of LEO Pharma’s global revenue. The move allows for a more comprehensive understanding of the global company and its diverse markets.

How important is the Nordic region for LEO Pharma as a whole?

 Financially, the Nordic region represents a relatively small portion of LEO Pharma’s revenue. However, it holds significance as the home market with a rich history and strong relationships. The region is crucial for research and development collaborations with primary research institutes and universities, contributing to LEO Pharma’s overall R&D efforts.

What are the main growth drivers for LEO Pharma’s portfolio in the Nordic region?

LEO Pharma’s psoriasis and dermatitis portfolios are the primary growth drivers in the region. These areas receive significant focus and commercialization efforts because they offer innovative treatments that can have a life-changing impact on patients. The stories of patients finally finding effective treatments after years of struggling are inspiring and motivate our work.

LEO Pharma is shifting its focus to the biologics sector. How are your market launches progressing in Sweden?

Our first foray into the biologics segment was the acquisition of Kyntheum (brodalumab), which paved the way for more biologic treatments in our pipeline. The full potential of biologics in treating psoriasis is still being understood, and clinical trials are ongoing worldwide. Sweden, with its transparent healthcare system and patient registries, allows us to assess the real-world performance of our products and gather valuable evidence. We anticipate wider use of biologic treatments in the coming years.

With the recent acquisition of Bayer’s dermatology portfolio, how do you plan to integrate the new products into your portfolio?

LEO Pharma aims to become a comprehensive provider of skincare options and enhance its partnership with the medical community. By taking over the distribution of Bayer’s portfolio and transferring marketing authorizations, we are expanding our offerings and strengthening our position as an educational partner for customers. This integration process is ongoing.

How do you assess the impact of the fragmented regional system in Sweden on the speed of treatment launches?

Centralized and decentralized decision-making approaches each have their pros and cons. While centralized assessments may offer faster access to medicine, they risk oversimplifying complex situations. In general, the Swedish regions display a positive attitude towards innovation, but budget pressure sometimes leads to an excessive focus on price rather than the best value for patients. The Swedish system allows for more patient-focused discussions, even if it is not always the most efficient process.

As an outsider with experience on different continents, how do you evaluate Sweden’s market access?

Sweden ranks high in terms of market access due to its transparent and data-based healthcare system. The use of real-world evidence enables more rational conversations around the value and appropriate patient populations for our products. Many countries face healthcare rationing and prioritization due to budget constraints, and patient associations play a crucial role in advocating for the needs of individuals. Dermatological diseases have a significant impact on patients’ quality of life, and it’s essential to work with partners in policy and patient advocacy groups to amplify their voices.

What initiatives are you implementing in the Nordics to demonstrate LEO Pharma’s patient-centric approach?

At LEO Pharma, social impact is a fundamental consideration for everyone. We actively seek partnerships with patient organizations and advocacy groups. The LEO Innovation Lab is developing tools to improve patients’ quality of life, such as communication tools for interactions between patients and physicians. Additionally, the LEO Foundation has funded a skin immunology research center in collaboration with the University of Copenhagen to advance research in skin diseases.

With the dermatology market projected to grow rapidly, what competitive advantages does LEO Pharma possess to maintain its leadership position?

LEO Pharma differentiates itself by taking a balanced and less aggressive approach. Rather than solely promoting individual products, we aim to influence rational decision-making and foster dialogue among patients, prescribers, clinicians, and payers. Our focus is on building bridges and finding common ground to achieve the best outcomes for patients.

Where do you envision LEO Pharma in the next five years?

By 2025, we expect LEO Pharma, as a Nordic organization, to treat 60 to 70 percent more patients than today. Our goal is for medical dermatology to be recognized as a priority for society, leading to better patient care and improved lives. We aim to remain consistent and credible, engaging in conversations that drive positive changes in the healthcare system.