In your 25 years driving growth at Shalina Healthcare, what are the key innovations or strategies that had the most impact
on the company’s success?
Throughout my 25 years at Shalina Healthcare, our most significant innovation has been our unwavering commitment to providing essential medicines specifically tailored for the African market. Since my father founded the company 40 years ago, we have focused on addressing the unique healthcare challenges faced by the continent. Recognising that Africa has often been underserved by larger multinational corporations, our mission has been to make healthcare both affordable and accessible to all.
In Angola, where we have been operating forover 25 years, our landmark Casa Shalina facility in Luanda is equipped with worldclass capabilities for the storage and distribution of pharmaceutical products, enabling us to meet local needs effectively. We also have a training centre in Casa Shalina, where healthcare partners across Angola frequently attend programs to bolster the human capital within the country. Other initiatives, such as supplying medical kits to primary healthcare centers and engagement programs with top universities in Luanda, further support our work with the local healthcare community. Additionally, expanding into consumer health has proven to be a successful strategy for us. Our brands, such as Flodent and Germol, have achieved Superbrand status in Angola and have become household names across several African countries, recognised for their quality and affordability. To reinforce our presence in the consumer health sector, we have also commissioned a new factory to manufacture our brands in Luanda.
You’ve worked extensively across Africa and Asia. How do you adapt your leadership and business strategies to cater to such
diverse markets?
In Africa, we tailor our approach to align with the unique characteristics of each market. In certain regions, we’ve implemented a direct distribution model, allowing us to reach retail pharmacies, hospitals and medical centers without intermediaries. For example, in Angola, we currently operate over 25 depots, a number that continues to grow. This model not only deepens our connection with the communities we serve but also enhances accessibility to high-quality, affordable healthcare. Through this patient-centric strategy, we’re proud to contribute to improved healthcare access and better health outcomes across the continent.
Additionally, our established operations in India and China play a crucial role in maintaining a seamless and efficient supply chain. By managing both manufacturing and distribution, we achieve end-to-end integration, ensuring that high-quality products are delivered to our markets under the Shalina brand. This level of integration allows us to respond swiftly to shifts in demand, reduce the cost for our customers and maintain consistent quality.
Where do you see Shalina Healthcare in the next 5 to 10 years? Are there any new markets or innovations on the horizon?
Our vision is to scale Shalina Healthcare to become a billion-dollar company by 2030. We aim to achieve this through continued growth in our core markets, expanding our product range, and entering new regions within Africa. In Angola, we are steadily increasing our network of depots to ensure that quality medicines are accessible all the way to the last mile.
Another key area of focus will be the expansion of Shalina Diagnostics. We see diagnostics playing a crucial role in improving
early detection and treatment outcomes for a variety of conditions. By enhancing access to affordable, high-quality diagnostic services, we plan to complement our pharmaceutical offerings and provide more holistic healthcare solutions to communities across Africa.