TEVA BULGARIA: SHAPING THE FUTURE OF HEALTHCARE

From making essential treatments more affordable to developing personalised therapies, biosimilars and digital solutions, the pharmaceutical industry is changing the way healthcare is delivered. Teva Bulgaria is at the heart of this transformation. Since acquiring Bulgarian drug manufacturer Actavis in 2016, Teva has continued to build on the company's strong manufacturing heritage while expanding access to high-quality medicines and introducing new approaches to treatment. As part of the global pharmaceutical company Teva Pharmaceuticals, Teva Bulgaria combines established expertise with the latest advances in technology and biotechnology to help bring effective therapies to patients with some of the most serious diseases.

With extensive experience at some of Bulgaria's best-known pharmaceutical companies, Nikolay Hadjidontchev has been Teva's General Manager in Bulgaria since the company's arrival in the country in 2011. He oversaw the company's development in the local market and its integration of Actavis following the acquisition. In 2023, his responsibilities expanded to include Teva's operations in Greece, followed more recently by the Romanian market. Today, he leads the company's business across three markets, with a focus on making healthcare more accessible while driving innovation and sustainable growth.

You have been with Teva Pharmaceuticals for 15 years. What attracted you to the company? Why did you choose to be part of its development in Bulgaria?

When I joined Teva 15 years ago, I was first and foremost drawn to the company's mission: to make quality medicines accessible to as many patients as possible. This is a cause with a genuine social purpose. For me, the pharmaceutical industry has never been simply a business – it is an opportunity to make a real difference to people's lives.

Bulgaria has a long-standing tradition of pharmaceutical manufacturing and a wealth of highly skilled professionals. I believed that Teva had the potential not only to be a market leader but also to drive positive change through investment, innovation and high standards. Today, as I am responsible for Bulgaria, Greece and Romania, I can see even more clearly how important the Bulgarian team is to the development of the region.

How has the pharmaceutical industry in Bulgaria and around the world changed over this period? How is Teva responding to these changes?

The past 15 years have transformed the pharmaceutical sector. Digitalisation, advances in biotechnology, the growing role of biosimilars, the use of real-world evidence and patients' ever-increasing expectations have fundamentally changed the way we develop and deliver therapies.

The pandemic was another major turning point. It demonstrated just how critical resilient production, supply chains and reliable partners are.

Teva is responding to these changes through continuous investment in research and development, modern manufacturing and digital solutions. Our strength lies in combining affordable generic medicines, biosimilars and innovative therapies. This combination helps healthcare systems remain sustainable while ensuring that patients have access to modern treatments.

How have you built on Actavis's achievements following its acquisition by Teva and strengthened the company's leading position in the market?

Actavis was an exceptionally successful company with a rich heritage and a strong team. Following the integration, our task was to preserve the best of that culture while leveraging Teva's global scale and experience.

We focused on developing our people, strengthening trust among doctors, pharmacists and institutions and continuously expanding our portfolio.

For me, leadership is not simply about being number one in terms of market share. True leadership means being a reliable partner to patients and the healthcare system, whether we are talking about established therapies or the latest medical solutions.

What do you see as the biggest challenge facing the Bulgarian healthcare system today? How does this affect the pharmaceutical industry?

The biggest challenge is how to ensure better access to innovative treatments while maintaining the financial sustainability of the healthcare system.

The population is ageing, chronic diseases are becoming more prevalent and medicine is becoming increasingly effective, but also increasingly complex. This calls for a different approach to managing healthcare resources.

The pharmaceutical industry is part of the solution. Generic and biosimilar medicines free up significant financial resources that can then be directed towards new innovative therapies. Striking the right balance between affordability and innovation will be key to the development of healthcare systems in the years ahead.

Artificial intelligence is transforming every area of human life. What does this transformation look like in the pharmaceutical industry?

Artificial intelligence is no longer a technology of the future – it is already part of the present. In the pharmaceutical industry, AI is accelerating the discovery of new molecules, helping to analyse vast amounts of medical data, optimising clinical trials and improving manufacturing processes.

At the same time, AI will never replace human expertise. Medicine remains a field built on trust, professional judgement and responsibility towards the patient.

At Teva, we see artificial intelligence as a tool that can support faster, more precise and more effective decision-making, always in support of people, never as a substitute for them.

Since the beginning of 2023, you have also been leading Teva's operations in Greece. What are the distinctive characteristics of the Greek and Bulgarian markets? What goals did you set yourself when you took on responsibility for this new market?

Bulgaria and Greece have different funding and regulatory models, but face similar challenges: the need for better access to treatment, sustainable healthcare funding and adaptation to demographic change.

Greece has a more developed market for some innovative therapies, while Bulgaria has a strong heritage in pharmaceutical manufacturing and generic medicines. This means the two countries can complement each other.

My goal was to foster even closer regional cooperation, share successful practices and make the most of the strengths of each market. Today, with my responsibilities also extending to Romania, I see even greater potential for synergy and shared development across the region.

Patients are increasingly expecting personalised treatment. How is Teva preparing for a future in which therapies will become ever more individualised?

Personalised medicine is a natural next step in the development of healthcare. More and more therapies will be tailored to individual patients, taking into account their genetic characteristics and the specific features of their condition.

Teva is investing in research and development, biological medicines, biosimilars and digital solutions that support a more personalised approach to treatment.

I believe the future will not be a choice between mass and personalised medicine. It will be a combination of the two: accessible therapies for millions of patients alongside highly specialised solutions for people with the most complex conditions.

How does Teva ensure that every product carrying its logo meets the highest standards of manufacturing and safety?

Quality is never a compromise. It is the foundation on which trust in any pharmaceutical company is built.

All Teva manufacturing facilities operate in strict compliance with international Good Manufacturing Practice standards. Every batch undergoes multiple stages of quality control, with full traceability, before reaching the patient.

For us, every tablet carries a responsibility towards human health. That is why we continuously invest in technology, automation and the training of our specialists.

What role does Bulgaria play in Teva's regional strategy?

Bulgaria is much more than a standalone market. It is a strategic hub with a strong heritage, expertise and highly qualified professionals.

Our teams have repeatedly demonstrated their ability to successfully deliver projects of regional significance. As a result, an increasing number of successful practices developed in Bulgaria are now being adopted in other countries.

I believe the country has the potential to become an even more important contributor to both manufacturing and the development of innovative solutions across the region.

Is there a "formula" for successful leadership in healthcare in Bulgaria today? If so, what would yours be?

I do not believe in universal formulas, but I do believe in several principles that never lose their value.

First, always put the patient at the centre of every decision.

Second, build trust through consistency, transparency and professionalism.

Third, invest in people, because they are the ones who build sustainable organisations.

Finally, leadership means continuous learning. The world is changing at an extraordinary pace and a successful leader must not only adapt to that change but also inspire others to be part of it.

In healthcare, success is not measured by business results alone. True success is when more patients can live longer, healthier and more fulfilling lives. That is ultimately the purpose behind everything we do.

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