Pioneering Global Pharma Growth Through Science and Strategy
Sanjay Kumar Sharma
President-International Sales & Marketing
Pioneering Global Pharma Growth Through Science and Strategy
Sanjay Kumar Sharma
President-International Sales & Marketing
Synokem Pharmaceuticals Ltd. & Nitin Lifesciences Ltd.
Few leaders marry scientific knowledge with business acumen the way Sanjay Kumar Sharma does. As President – International Sales & Marketing at Synokem Pharmaceuticals Ltd, he has spent over two decades turning cutting-edge pharmaceutical science into market-defining success stories across continents. With 32 years of rich experience in the pharmaceutical and healthcare industry—12 years in domestic roles at Dabur Pharmaceuticals, Unichem Laboratories, and Ipca Laboratories, and 20 years internationally with Ipca, J.B. Chemicals, Ananta Medicare, Cadila Pharmaceuticals, and now Synokem— Sanjay’s career journey is a masterclass in growth, grit, and global thinking. His legacy includes launching Sartans, Statins, and SSRIs in India when they were still emerging globally, marking a transformative shift in the treatment landscape for hypertension, lipid disorders, and mental health. These pioneering efforts were driven by his deep-rooted belief in clinical evidence, safety, and better patient outcomes. At Ipca Laboratories, he replicated this approach with game-changing molecules like aceclofenac and HCQS, building them into trusted therapeutic brands. Today at Synokem, he leads global expansion with the same conviction—positioning the company as a leader in female hormone therapies across 40+ countries. Sanjay’s philosophy is clear: stay scientifically updated, embrace adaptability, and tailor strategies to each market’s regulatory and clinical realities. Speaking with TradeFlock, he shares the lessons, values, and mindset that continue to guide his remarkable journey.
What unconventional decision most shaped your career?
Believing that “nothing is constant except change”, I’ve always sought newer challenges to grow. In 2005, I took an unconventional leap—transitioning from domestic sales to international markets, specifically Siberia, Russia. As Ipca’s pioneer in that region, I adapted quickly, learnt Russian, and launched new molecules, transforming a daunting challenge into a defining career milestone.
As India becomes the “pharmacy of the world”, what blind spots must pharma leaders address?
As India steps up as the “pharmacy of the world”, leaders can’t just focus on volume and low costs anymore. Quality, strong processes, and serious investment in R&D are areas that often get overlooked but are absolutely crucial. There’s huge potential in herbal and nutraceutical research here, but what’s really missing is solid clinical data to back it up. Setting up dedicated CRO centres for this kind of work could be a game-changer. Also, patient needs are evolving—think advanced skin treatments or wider use of inhalers for asthma. To stay ahead, pharma leaders need to focus on innovation, quality, and science hand in hand.
How has your definition of success evolved since you first entered the pharma industry?
Success, for me, has transformed from personal milestones to creating lasting impact. When I began my journey in pharma over 30 years ago, success meant meeting targets, climbing the ladder, and launching breakthrough molecules. Today, it’s about contributing to global health, building strong teams, and leaving behind systems that outlast me. The industry has evolved drastically—from doctors being the sole decision-makers to informed patients challenging prescriptions, from simple treatments to advanced biologics and laser therapies. Our responsibility as leaders is to stay ahead of this curve, not just commercially but ethically and scientifically. India’s rise in the global pharma landscape has opened new doors, but to truly succeed, we must lead in innovation, clinical research, and local manufacturing of APIs. For me, success is now a continuous journey of adaptation, learning, and contribution—anchored in relationships, resilience, and a deep commitment to improving lives across borders.
How do you navigate regulatory or geopolitical roadblocks and realign your teams?
Navigating regulatory and geopolitical roadblocks in global pharmaceutical markets demands vigilance and adaptability. I prioritise staying informed by actively participating in Continuing Medical Education (CME) programmes worldwide and attending key pharma exhibitions like CPhI. Engaging directly with Ministry of Health officials helps me grasp evolving regulatory landscapes early, enabling proactive planning. I ensure continuous communication of these updates with sales and technical teams, aligning manufacturing plant approvals and registration documents with regional requirements, including geological and climatic considerations. Geopolitical shifts—such as the China+1 strategy and new biosecurity regulations—are reshaping global pharma sourcing. India’s strategic location and regulatory expertise position it well to support diversified global healthcare supply chains. A live example is managing business in both Ukraine and Russia for over two decades. Despite geopolitical tensions, India’s good relations with both countries and their differing regulatory alignments (EU/PICs for Ukraine, Eurasian Union for Russia) allow us to operate compliantly, ensuring uninterrupted healthcare support. Clear communication and strategic flexibility are key to realigning teams and expectations amid such challenges.
How do you teach future leaders to balance strategy with execution?
I believe true leadership is about what you leave behind, not just what you achieve personally. For example, when WHO recommended deworming twice a year, Russia was still primarily using pyrantel pamoate until 2002. We led clinical studies across top institutes, got Albendazole included in the government-approved list, and raised awareness through CME programmes nationwide. My approach to teaching future healthcare leaders is clear: stay updated on global scientific developments, base strategies on proven data, and execute with full conviction. Equally important is understanding regulatory requirements and geopolitical factors to ensure commercial viability in diverse markets.
Featured Magazine -
