Towa International redefines IT as strategic partner

At that time four years ago, the strategic relevance of technology was reflected in his inclusion in executive management, as he simultaneously lead the Strategic Projects Office and the organization’s Transformation Office. To achieve the digital transformation of the company, he advocated for the creation of a global IT environment and what he called a “golden template,” with the aim of homogenizing and simplifying business processes at a global level. “This initiative wasn’t only due to operational efficiency criteria, but also for the need to adapt to an increasingly digitalized business environment,” says Remuzgo.

Objective and associated challenges

In this context, the IT and transformation area took a more calculated stance by positioning itself not only as a mere service provider, but an integral and strategic partner for its different business units operating under the corporate umbrella, yet responding to different verticals with completely independent business strategies. “We focused on the entire integration and implementation process on cutting-edge technologies, seeking a balance between standard solutions and customized adaptations that would provide a competitive advantage to each of our business units,” he says.

The objective was to consolidate functions and become a new player in the pharmaceutical industry. But despite success achieved, there were also obstacles along the way to overcome, and lessons learned that stemmed from efficiency challenges, being focused on generic products, and being in a very competitive environment. The cultural change of the organization, centering around promoting collaboration and adopting new technologies, were also key courses of action in order to promote greater efficiency and speed. However, achieving optimal performance in a regulated environment is only as good as the quality that’s maintained, without creating development bottlenecks of new products and services needed by clients and consumers.