Cipla is a global pharmaceutical company focused on providing high-quality medicines and innovative healthcare solutions, driven by its mission of "Caring for Life."
You both have inspiring and long careers. What moment are you most proud of in your careers?
Umang: For me, with nearly 24 years in the pharmaceutical industry, the moments that stand out are those where I realized the impact our work has on people’s lives. During COVID-19, for example, Cipla was pivotal in ensuring critical medicines reached patients in India, a country with immense need. Hearing heartfelt gratitude from families whose loved ones recovered because of our efforts has been deeply rewarding. These moments underscore the profound purpose behind our work.
Marc: I would highlight my appointment as the North American CEO of Cipla in July 2024 as a pinnacle moment. This role represents the culmination of countless roles and responsibilities I have held across various disciplines and organizations over my career. It is a meaningful milestone that reflects both professional growth and dedication. I am incredibly proud of this accomplishment.
Cipla is renowned for its affordable generics, particularly its work on HIV. Could you share how that legacy shaped the company?
Umang: Cipla’s legacy in HIV treatment stems from a philosophy rooted in our founder's vision: “None shall be denied.” In the late 1990s and early 2000s, HIV was devastating communities, particularly in regions like Africa. Our Chairman Dr. Yusuf K. Hamied, during a visit to Uganda, saw coffins being made for those succumbing to HIV, which underscored the urgent need for accessible medicines. He addressed the UN Assembly, emphasizing that life-saving drugs shouldn’t be denied based on nationality or socio-economic status. Cipla responded by pioneering affordable HIV treatments, making a global impact and contributing to initiatives like PEPFAR.
This ethos of accessibility originates from Cipla’s inception 90 years ago as an Indian company focused on self-sufficiency. Post-independence, India prioritized access to high-quality medicines, and Cipla fulfilled that need. While we are largely known for generics, today we also lead in innovation, particularly in respiratory care, where we are second only to GSK globally in inhaler sales.
What defines Cipla in 2025, and how does innovation play a role?
Umang: Cipla’s vision—“Caring for Life”—places the patient above all else, even investors. This clarity shapes our identity as more than just a pharmaceutical company; we are a healthcare solutions provider. We address unmet needs in areas like respiratory care, oncology, neurology, anti-retroviral, urology, antimicrobial resistance (AMR) and digital health, innovating beyond medicine to solve broader challenges like disease diagnosis and accessibility.
Innovation also fuels our scalability. Our approach combines identifying unmet needs and pioneering scalable solutions, allowing us to expand our impact globally while maintaining our commitment to improving patient outcomes and healthcare advancement. Having pioneered inhalation therapy in India, we took a significant step in expanding our innovation footprint by partnering with USA’s MannKind Corporation to market and distribute Afrezza (insulin human) Inhalation Powder in India. By investing in advanced R&D, we aim to bring innovative treatments to market that provide patients with options for managing complex and challenging conditions.
Marc, what is specific about Cipla’s US operations?
Marc: Cipla’s US operations stand out due to our diverse dosage forms and therapeutic categories, showcasing the global impact of our products. A recent visit to our New York site highlighted this connection; a new employee shared how her mother was taking a Cipla product manufactured at the facility she now works in. This personal connection reinforces our mission to positively impact patients’ lives globally.
Operationally, Cipla’s quality standards remain consistent throughout all sites across the globe. We have built a strong US-based manufacturing presence for inhalers and other products, including owned and acquired facilities. We are diversifying our supply chain to ensure proximity to the market. Our continued growth in the US market is expected to be driven by traction in existing portfolio and launches of new peptide products. Over the past decade, we have reinvested significantly in the US market, expanding our footprint to align with our global manufacturing capabilities.
What is Cipla’s strategy for expanding its presence in the US market?
Marc: The US is Cipla’s second-largest market after India, a distinction rooted in decades of robust manufacturing and strategic milestones. Notably, in 1984, Cipla became the first company to receive US approval for manufacturing API, setting the stage for long-term growth. Our entry into the US market under the Cipla label followed years of supplying products to other companies, reinforcing our reputation for quality.
Our expansion strategy emphasizes leveraging our existing strengths while building a direct presence. Our overall strategy in the US market is to build a differentiated portfolio of very select complex assets. Over the past 10 years, we have invested in creating a sustainable market presence, balancing innovation, and robust manufacturing capabilities. This approach ensures Cipla remains competitive while continuing to grow its footprint in the world’s largest pharmaceutical market.
Do you anticipate disruptions to Cipla’s global business, particularly with supply chain challenges like the Biosecure Act and regionalization trends?
Umang: Cipla’s global diversification is a significant strength, with 43% of revenue from India, 30% from the US, 12% from South Africa, and the remainder from emerging markets and Europe. Anticipating the challenges of self-sufficiency and regionalization, we have worked to de-risk supply chains by building manufacturing facilities closer to key markets, such as in the US, South Africa, and Morocco. This agility positions us well to address emerging policies like the Biosecure Act while maintaining supply chain resilience. Over the next decade, we’re looking to enhance our existing facilities, explore new opportunities, and increase our capacity to support both current and future product lines. This focus also enables us to contribute to the local economy and create high-quality jobs, aligning with our vision of making a broader impact beyond healthcare.
Marc: Strengthening our domestic manufacturing capabilities is vital to meeting market demands with agility and ensuring a reliable supply chain. During the COVID-19 pandemic, we learned the importance of supplier diversification and maintaining multiple production sites for the same drug. We have made significant strides in building a robust supply chain, and we are maintaining our ability to meet global demand efficiently.
Umang, where do you see India’s life sciences industry heading in the next decade?
Umang: India has established itself as the “pharmacy of the world,” demonstrated during COVID-19 by its self-reliance in vaccines and medicines. Recent government initiatives are expanding healthcare coverage, enabling more people to access medical care. This intrinsic volume growth, combined with rising GDP and wealth creation, is setting the stage for India to pivot towards innovation.
Over the next decade, I foresee India’s domestic market tripling in size while continuing to be a leading global supplier of innovative and high-quality medicines. This dual role of innovator and pharmacy of the world makes me very optimistic about India’s future in life sciences, as we continue to work towards building a strong ecosystem for life sciences.
Where would you like to see Cipla in five years?
Umang: I envision Cipla deriving 25-30% of its revenue from innovative medicines, supported by proprietary patents and partnerships, and 15-20% from wellness initiatives that partner with patients beyond illness. Retaining our core values of caring for life, we aim to be the best employer globally while remaining a trusted, quality-conscious supplier of medicines worldwide.
Marc: In the US, I hope to see Cipla’s innovative and complex products reach more patients, doubling or tripling our current impact. We aim to strengthen our partnerships with organizations like the American Lung Association, etc. and establish Cipla as a recognized, preferred brand. Ultimately, our goal is to expand our reach, touching millions more lives while upholding our mission of ‘Caring For Life’.
