‘Embrace curiosity, exude confidence and if you want something, go and get it’

This month PME spoke to Rippon Ubhi, Country Lead for Sanofi UK & Ireland, about her new role and her experiences working in different countries

PME: Your career spans almost two decades of senior commercial leadership experience. Tell us about the career path that led you to your current role as Sanofi’s Country Lead for the UK and Ireland?
Rippon Ubhi (RU): I like to break my career path down into three pivotal moments. The first would be when I switched from clinical psychology to a role as a medical sales representative. I found myself drawn to a path where I could blend science with purpose. There were times when I questioned myself, and it was in these moments that I really reflected on my skills and passion and found where I could bring the most value to people’s health.

The second big moment was when I took my first international role outside the UK. From when I was very young, I always told myself that I would work in another country.  And it’s here that I discovered my hunger to understand people, cultures and different ways of doing business. And finally, the third big moment was joining Sanofi after 18 years at Astra Zeneca. It’s taken a lot of hard work, but I’m very proud of what we’re doing at Sanofi and excited to take this to the next level in my new role.

PME: You’ve worked in a number of different places, including Japan, a country that has traditionally been very male-dominated. What were some of your experiences there as a woman working in a senior role?
RU: Japan was my first international role and I learnt a huge amount both professionally and personally. I was thrown into this completely different way of life. In my first few months, I felt like an outsider. I was the only woman on the leadership team, which I knew was going to be tough. Luckily, I had some amazing people who took me under their wing and showed me the ropes.

Working in Japan was a real eye-opener for me. I kept asking myself if I could handle it. Could I test my own leadership? Could I change the narrative? I wanted to be someone who could give other women the confidence to take on those leadership roles and set an example for people who may feel like outsiders as well.

It took a bit of time, but I adapted to a new culture, a new language, new norms. And I can tell you, the more time I spent there, the more I loved it. By the end, I didn’t want to leave!

PME: How has female representation in the pharmaceutical industry changed over the course of your career? And how has this varied between the different countries you’ve been based in?
RU: Female representation has improved massively. When I first started out, there weren’t many female leaders to look up to. And now here I am today at Sanofi, taking over from another female Country Lead, my predecessor Jessamy, and working alongside Rebecca, another female General Manager. Sanofi is a great example of where women have come into the most senior roles in science and are setting an example to others.

Of course, there is still underrepresentation. Only 18% of senior executive positions across Europe are occupied by women.

‘My aim is to continue breaking down barriers that still exist for women and fostering a more inclusive environment’

Having experienced firsthand the absence of female role models but been lucky enough to learn from exceptional male leaders, I am all about mentorship. My aim is to continue breaking down barriers that still exist for women and fostering a more inclusive environment. It’s an ambition I hope other businesses can learn from.

PME: As a woman in the industry, what were some of the obstacles you encountered as you progressed in leadership roles?
RU: My biggest challenge has always been finding my voice in a male-dominated industry. Resisting the temptation to become someone else or fit into a certain mould. In recent years, I’ve had the privilege of learning from both male and female mentors, and their guidance has been instrumental in helping me stay true to myself.

I’ve learnt to embrace what makes me different and now I try to see these things as my strengths. It’s not easy, and probably something I’m still working on, but with time and the right people around me, I’ve learnt to overcome my doubts and remain authentic to who I am as I’ve progressed through my career.

PME: What advice would you give to women who are just starting their careers in pharma?
RU: I get asked this question a lot, and I love it because I always have the same answer. My advice, firstly, is: “If you don’t ask, you don’t get.” There is nothing more important than being proactive and seeking out opportunities where others may not, especially for women. Secondly, become your own greatest advocate – know your abilities and champion them with confidence and conviction.

I’ve made mistakes, learnt lessons and gradually matured into my role – it was, and still is, a journey of growth. While everything around us may shift and evolve, holding onto our unique strengths grounds us in a changing environment. Embrace curiosity, exude confidence and if you want something, go and get it.

PME: Having worked in a number of different countries, what are some of the highlights of your career?
RU: Working in the US was certainly where I had the most fun. It gives me goosebumps even when I think about it now. I was heading up commercial strategy in immuno-oncology, a highly scientific area. It was so exciting to be a part of building it and seeing it thrive.

Being a mentor is another highlight for me, the continuous learning from others and paying it forward. Witnessing the progress and success of individuals I’ve mentored fills me with joy.

But I would have to say, my new role as Country Lead at Sanofi UK & Ireland is my biggest achievement and challenge to date. I know I can bring all the lessons I’ve learnt to spearheading Sanofi’s ambitions in the UK and Ireland – I can’t wait to get stuck in.

PME: Rare Disease Day was marked on 29 February this year. Looking ahead, what are some of the things you hope to achieve in this area?
RU: For 40 years, we’ve been uncompromising in advancing science to improve the lives of people living with rare diseases. But we’re not alone – we have to work together with a committed healthcare system that supports and understands patients, pushes the boundaries together with us and commits to innovative thinking and problem-solving.

One of our main focuses is access, as people living with a rare disease in the UK face significant challenges. Without a whole system approach, these rare, lesser-understood conditions can slip through the cracks. We need a more up-to-date, flexible appraisals system that considers the complexities of rare disease, so we don’t leave anyone behind.

Getting the right diagnosis has always been another major challenge. Artificial intelligence (AI) is making waves in healthcare, but more can be done to leverage AI in rare diseases. We’re exploring how AI can fast-track these diagnoses by identifying patterns, so that we can cut timelines and get patients the right care, faster.

PME: Working with the governments of the UK and Ireland, along with the NHS, the HSE and other partners, how do you plan to improve patient access to innovative medicines and vaccines?
RU: Access and uptake of new medicines and vaccines in the UK is low and slow. The various pathways and mechanisms aren’t functioning as one ecosystem, and it means patients are missing out on innovative treatments. For every 100 patients who get a new medicine in its first year of launch in EU countries, just 21 patients in the UK will get it. We urgently need a system that recognises the true value of medicines.

We share the UK government’s aim to support faster access and believe more ambitious policies are needed. For example, currently in the UK there is a prolonged time frame between a medicine’s approval by the MHRA and its availability for NHS use. This delay creates a significant gap in patient care.

In countries like France and Germany, there are government-funded mechanisms in place to bridge this gap, meaning patients in most need get early access to a medicine during this period. We would like to see the UK government adopting a similar approach, not just so that patients can get earlier access to innovative treatments, which is the most important thing, but also to incentivise pharmaceutical companies to see the UK as a priority launch market. More funding means faster access, more innovation and significantly improved patient outcomes in the future.

PME: Focusing on the life sciences sector, what are your plans to help to return it to international competitiveness as an attractive location for inward investment?
RU: There is huge potential for our sector to be a powerful driver of UK health and wealth. We boast a rich ecosystem of research and innovative companies, we’re in a strategic location, making us an attractive destination for inward investment. If the UK builds an internationally competitive access ecosystem that supports that investment, we could improve long-term health, free up NHS capacity and get people back into work to support the economy.

One area in which we really need to see progress is in flexible pricing, because there is currently no routine means of recognising the value of treatments that are effective in more than one disease or condition. We’re keen to work with government, NICE and NHS England to address this challenge through an updated commercial framework that enables patients to benefit from innovative medicines that can treat multiple indications.

PME: What are some of the areas where you see Sanofi UK changing and adapting over the next five years?
RU: In terms of disease areas, we aim to become a leading immunology company by 2030 and positively impact millions of patients around the world suffering from dermatological, respiratory, gastroenterological and other immune-mediated diseases.

AI is going to be massive for us. We’re progressing rapidly to be the first pharmaceutical company powered by AI at scale – something that I’m really excited about! We’ll be using AI to accelerate drug discovery, enhance clinical trial design, and improve our manufacturing and supply. We’ve already implemented a company-wide AI system called ‘plai’. This gives all employees access to real-time information, to help make better and faster data-driven decisions.

Lastly, I want us to lead the way in DE&I in healthcare in the UK. We had some fantastic initiatives on this last year. For example, we sponsored a number of undergraduate and postgraduate students from underrepresented communities, with scholarships to support tuition fees and help create a new generation of healthcare leaders.

I can’t wait to see what we can achieve for our business, the health system and, above all else, for patients.