Physics to pharma

The kettle is whistling and the biscuits have been arranged according to size, shape and chocolate content. There is every indication that another splendidly informal chat with a pharma guru is afoot. This month, my special guest has a unique story to tell – from her formative years in communist Romania to a long association (and a whole host of international roles) with Merck. It’s time to say a big hello to Doina Ionescu.

You’ve entered the hallowed ABPI boardroom, Doina, how are things going?

The ABPI is a changing, progressive institution, which is moving with the times. My inclusion on the Board of Directors is perhaps a good example of that. I am, after all, the absolute definition of diversity. A woman, from Romania, but also a person from a formerly communist country. We need more diversity and inclusion but I think it’s fair to say we are definitely moving in the right direction!

What must a modern ABPI look like to industry and wider healthcare?

Above all, as an organisation we have to work together with determination and a united purpose in order to meet the challenges of modern healthcare. Ultimately, it’s all about finding answers to global problems and improving patient access to the medicines which can truly transform and save lives.

How important is it for the ABPI to keep evolving?

Ensuring the ABPI can function and excel in the present, while also protecting the future, is vitally important. The priority for the ABPI is to keep focusing on all the relevant topics within industry, while developing that ‘sense of urgency’ which is so important when it comes to pushing the agenda forward and shaping what needs to happen across pharma. It is also vital that the board is an elite team operating at the epicentre of healthcare challenges, particularly relating to COVID-19.

What originally ignited your passion for pharma?

It’s a deeply personal story. When I was much younger, I was studying nuclear physics in my native Romania and truly believed it was the positive solution to many of the world’s problems. Then Chernobyl happened and my life, and destiny, changed forever. My father was diagnosed with cancer shortly after and two years on from the disaster he died of cancer – so he paid the highest possible price for what happened. One of the last things he asked me to do was abandon my academic interests in nuclear. Thereafter I was committed to embark on a future in the life sciences and have enjoyed a career that has enabled me to make a difference.

How has your philosophy shaped your approach to your work?
Over the years – through my extensive experience in Germany, Romania and the UK – I have essentially transitioned from what was basically a research role, into the position of a leader that I occupy today. Gaining experience over the years has given me an appreciation of patience, but also a passion for building schemes which will allow treatments to reach the market promptly and enable people to use products as quickly as possible. In my roles it has always been my aim to reduce the vast complexity of processes – to be guided by an ethical approach but to be focused on real outcomes.

How can positive change trigger a progressive culture in industry?

Success requires a flexible approach to decision-making and this translates to, not only successful commercial operations, but producing the best possible treatment – and being able to celebrate when those treatments make it to market.

Personally, taking the role of General Manager in the UK has certainly been an enlightening experience and has provided many interesting new perspectives, while joining the ABPI board has represented another opportunity in my journey. I never thought I would be lucky enough to become involved in regulatory debate and participate in constructive discussions on the future of our industry.

Do you think the last couple of years have raised public awareness of our industry?

Our industry delivered the vaccine when the world most needed it and, of course, deserves tremendous credit for that. I also think, however, that people are learning about why this incredible industry is here and that it is motivated to do good in the world. We can leverage what has happened during the international pandemic by incorporating our expansive knowledge into different educational pathways –encouraging the next generation of life scientists.

How much of a company’s success is linked to dynamic team structures?

I have worked with some truly amazing teams and my major driver has always been to build sustainable systems which encourage people with a range of skills. The team ethic I have is something that motivates me on a daily basis – today or tomorrow’s success is not about what I have done personally but what ‘we do together’. And that means realising exactly what is possible when working in collaboration with colleagues.

In this industry it is so important to celebrate victories together because, to achieve anything in treatment development – especially in the dark times of COVID – requires a joined-up approach.

You’ve enjoyed a long and successful career, what makes you tick?

My driving ambition has always been to be a better person tomorrow than I am today and I always get a tremendous sense of achievement from setting myself and my team clear objectives and striving to meet them.

Throughout the 24 years I have worked at the company I have used performance metrics within the wider business environment to keep learning, investing in people and helping Merck to evolve. It was a particularly satisfying feeling when I returned home to set up commercial pharma operations in Romania – where it all started for me.

If you could choose one record for the soundtrack of your life what would it be?

I am a huge fan of David Bowie, so it would definitely have to be ‘Heroes’.
Before I go, Doina, what is your favourite food?
Fruit and vegetables. Naturally!