Discover how Hikma's unified global R&D organisation is advancing capabilities across Injectables, Respiratory, Nasal Semi-Solids and Liquids, and Oral Solids. Hear from Hafrun Fridriksdottir, EVP of Rx and R&D, in this Q&A
Q: What are the recent changes in R&D operations at Hikma?
A: We've consolidated our R&D organisation into a single, unified global organisation. Previously, R&D was managed separately across our three business divisions — Injectables, Rx and Branded — but we've now integrated these into one cohesive unit under centralised leadership.
This restructuring optimises our resources, strengthens our capabilities, accelerates time-to-market, and supports our strategic growth priorities. To lead this transformation, we've made key appointments: Chris Edlin and Zdravka Knežević have joined our experienced leaders Jaber Qasem, Ragheb AbuRmaileh and Dawn Culp to unify and drive our R&D organisation forward.
I’m really excited to be leading this new organisation and accelerating our pipeline development.
Q: How is the new R&D structure organised?
A: The structure is built on three core technology platforms, supported by the newly established global R&D operations function and regulatory affairs:
Respiratory, Nasal, Semi-Solids and Liquids: Led by Chris Edlin in Columbus, Ohio, bringing focused expertise to these critical product categories.
Injectables: Led by Zdravka Knežević in Croatia, US and Jordan, leveraging specialised capabilities.
Solid Orals: Led by Jaber Qasem in Jordan and Columbus, who brings proven leadership experience as VP of R&D for the MENA region, where he successfully led Branded R&D. We have strong in-house capabilities that we will continue to leverage and expand.
R&D Operations: Led by Ragheb AbuRmaileh, providing essential operational support across all three platforms, including project management, device development, extractable leachable and nitrosamine laboratory services and other functions.
Regulatory Affairs EU and US: Led by Dawn Culp, ensuring compliance and strategic regulatory guidance across all development programmes.
This structure maximises our capabilities by aligning resources with specific technology expertise — the right organisational model to drive continued growth
Q: What are Hikma's strategic priorities in respiratory R&D?
A: Respiratory medicines are our largest product category within the Hikma Rx division, including both inhalation products and nasal sprays. Our Columbus facility demonstrates our manufacturing strength in this area — producing approximately five to six million units of Advair in 2025 and growing significantly since our 2021 launch.
We're expanding our respiratory portfolio through a dual approach: leveraging our substantial internal capabilities while strategically partnering with technology specialists where collaboration adds value. For example, we've partnered on soft mist inhaler technology for Respimat-type products, which present more complex development challenges. This model — combining our core strengths with specialised external expertise—creates a robust and sustainable respiratory pipeline.
Q: How will the unified R&D organisation work with the business divisions, particularly for injectables?
A: Our Zagreb injectables team brings exceptional expertise in ready-to-use and ready-to-administer products — a cornerstone of our capabilities. We also have an injectables R&D presence in the US and Jordan, creating a comprehensive global network.
While our complex long acting injectables have historically come from partnerships—and will continue to in the short term — we're making a strategic shift toward building internal development capabilities. Zagreb will be central to this evolution.
We are making significant investments to enhance our in-house expertise for the development of complex injectable medicines. This focused approach will establish a robust platform for growth.
This will allow us to reduce reliance on external partners while maintaining valuable collaborative relationships.
Q: What are the key synergies from having one unified R&D organisation?
A: The unified structure delivers substantial benefits in three areas:
First, we're implementing, standardised product selection process to select products to develop across all platforms. By early 2026, this will ensure strategic alignment across our entire pipeline.
Second, our centralised R&D Operations provides shared services — project management, device development, extractable, leachable and nitrosamines laboratory services and in medical science — supporting all three platforms. This is far more efficient than duplicating these functions.
Third, our integrated tracking system (SPOT) provides complete visibility across all products and platforms, enabling agile resource allocation and decision-making.
The outcome is clear: we can develop and bring to market high-quality products more quickly and efficiently than ever before.
Q: Where does Hikma leverage partnerships versus internal development?
A: Our partnership strategy reflects where we have strong internal capabilities versus where collaboration makes strategic sense.
For solid oral products, we have comprehensive capabilities from simple to complex formulations, so partnerships are opportunistic rather than essential.
For respiratory products, we partner selectively on technologies like soft mist inhalers, where the capital investment and specialised expertise make collaboration the smarter choice.
For injectables, while our core capabilities are strong, we're working with partners on complex categories like long-acting injectables, biosimilars, and peptides. We're investing to bring some capabilities — particularly long-acting injectables—in-house over time, but partnerships allow us to expand our portfolio while building that expertise.
Q: What excites you most about leading this reorganised R&D function?
A: I'm genuinely excited about this structure — it's exactly right for Hikma's future. Reorganising an R&D function of this scale requires significant effort and cross-functional collaboration, and I'm confident we have the support to make it successful.
Product selection sits at the heart of what we do. It's not a one-time exercise but a continuous, dynamic process where we constantly reprioritise our pipeline based on value creation and the competitive landscape. This requires an agile, engaged team that responds to market changes and emerging opportunities.
I'm confident we have the right people in place, and I look forward to us being able to work together more collaboratively across the organisation. The foundation is strong and am keen to start building on it.
