Towa International redefines IT as strategic partner

When the opportunity presented itself to redefine Towa International’s IT department as a strategic and cultural partner, company CIO Israel Remuzgo was instrumental to deliver on mapping out the organization’s new technological strategy.

After the creation of Towa International in 2020 as part of the acquisition process of Pensa Pharma by Japan-based parent company Towa Pharmaceutical, Remuzgo decided to deconstruct the conception of the IT function, and rebuild it.

“A rigorous approach was implemented in the management of both the carve-out project and the business areas and processes to be improved, establishing the foundations for a complete reconfiguration,” he says, and his performance and leadership earned him a place on the finalist podium in the Healthcare Sector category of the 2023 CIO100 Awards.

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. 

Application of efforts

With its sights set on the future, Towa International intends to concentrate its efforts and investment around four pillars: security, integration, digitalization of processes, and integration of AI in the business. “The objective is to continue implementing solutions that allow work and access to information from anywhere, enhancing collaboration and ensuring security measures that minimize the risk for both the group’s systems and information,” says Remuzgo. In addition, the company aspires to standardize business processes and methodologies. Of course, AI will be a main focus within each pillar to help automate and digitalize processes, business areas, and information management so people can dedicate themselves to tasks with greater added value.