The Middle East’s position as a global healthcare leader continues to strengthen, driven by ambition, investment, and rising expectations. In this interview with MedEdge MEA, Mohammad Allakany, General Manager Middle East and Africa at ELPEN Pharmaceutical, reflects on the values shaping his leadership journey. Drawing from experience across multiple markets, he discusses patient trust, scientific depth, and responsible growth. Allakany also shares how ELPEN’s European heritage is being translated into meaningful, long-term impact across the MEA region.
MedEdge MEA: What lessons from your pharmaceutical journey guide your leadership and innovation today?
Mohammad Allakany: If I look back at my career, the single biggest lesson is that there are no shortcuts to sustainable leadership; it is about continuity. Working across different markets has taught me that real innovation happens at the intersection of deep science and a genuine, long-term commitment to the patient. As a European company expanding into the MEA region, we bring not only products, but a long-term scientific footprint and a governance mindset built on trust. That philosophy is the DNA of ELPEN. We have over 60 years of uninterrupted history across 90 countries, and we don’t just look at innovation as a new molecule. With our Athens LifeTech Park, we are placing a dedicated R&D ecosystem right at the center of our strategy. As a leader, my job is to take that technical depth and translate it into practical, accessible solutions for patients here in the MEA region.
ME: How are current trends influencing executive decisions in pharmaceuticals?
Allakany: We are operating in an environment defined by scrutiny, whether it is pricing pressure, regulation, or the increasing sophistication of healthcare systems. This forces us as executives to shift our mindset from pursuing volume to delivering demonstrable value. For ELPEN, that means prioritizing therapy areas like cardiometabolic and respiratory care where our specific know how can improve outcomes. It also shapes our launch agenda, bringing new categories to MEA now, and accelerating additional introductions next year, always aligned with local needs and European standards. It also drives where we physically sit. We moved away from remote management and established our MEA headquarters here in the UAE.
ME: How do you view the Middle East’s role in the global pharmaceutical ecosystem as regional ambitions grow?
Allakany: The Middle East has graduated from being just a high growth market to becoming a serious strategic partner in global healthcare. For ELPEN, as a European pharmaceutical company, MEA is not a side market, it is a core pillar of our expansion strategy. Governments here are investing heavily in infrastructure and regulatory modernization, creating the perfect environment for companies with a long term vision. For us, the MEA region is a critical bridge connecting ELPEN’s European scientific backbone with local healthcare priorities. There is a sophisticated demand here, and companies that invest in people, governance, and partnerships rather than just transactions will shape the region’s next growth phase.
ME: Which technological shifts do you believe will matter most in practical terms?
Allakany: It is easy to get caught up in the hype, but practically speaking, the technology that matters most is what helps the patient take their medication correctly. Adherence is everything. This is exactly the kind of patient-centric innovation we are scaling as we expand from Europe into MEA. A great example is our proprietary ELPENHALER® technology; it turns a complex clinical need into a consistent, daily solution for asthma and COPD patients. Internally, the technology that excites me is what drives quality and transparency across our multi country operations. Technology should simplify complexity and serve the patient, not exist for its own sake.
ME: How should pharmaceutical companies define responsible growth?
Allakany: Responsible growth is about growing at the speed of trust. It means we don’t expand into a new market until our quality systems and medical governance are rock solid. At ELPEN, we are uncompromising on this; we bring our European manufacturing standards wherever we go. That is how we approach MEA: we expand with the same European-level quality discipline, medical governance and compliance culture from day one. It also requires the discipline to say “no.” Sometimes, the most responsible decision a leader can make is to walk away from business that doesn’t align with their values.
ME: What priorities should pharmaceutical companies focus on to remain credible and relevant long term?
Allakany: First, scientific consistency. You cannot stop investing in R&D if you want to remain credible over time. In respiratory care, a clear example of this scientific focus is our capability to develop and manage inhaled therapies using next-generation green propellants with lower global warming potential (LGWP). This reflects the strength of ELPEN’s R&D excellence, while also reinforcing our long-standing commitment to ESG by meaningfully reducing environmental impact and CO₂ emissions, aligning innovation with sustainability. Second, it is about the people. In a complex region like the MEA, you have to empower local teams and build a culture of accountability. Finally, we have to think generationally. We need to align our ambition with our responsibility to the healthcare system. If we focus on serving the patient honestly and growing with purpose, the business results will follow.
