How the transformation in healthcare is redefining the pharmaceutical sector.

No episode 112 from AmplificaCast, Eric Klein receives Fernando Kozel, Digital Vice President at RD HealthFor an in-depth conversation about transformation in healthcare and how technology, culture, and strategy are redefining the sector. pharmaceutical In Brazil. Right from the first few minutes of the episode, it becomes clear that the discussion isn't just about innovation or digitalization, but about the ability to transform scale, data, and experience into real impact on customers' lives.

Right from the start of the conversation, it becomes clear that the debate goes beyond innovation. It's about a structural change in how healthcare companies position themselves. As Fernando himself puts it:

"When you look at health as a whole, it gives it even more purpose."

And it is precisely this purpose that sustains the transformation.

The transformation in healthcare begins with a focus on the patient.

For a long time, the pharmaceutical retail industry operated with a focus on product, inventory, and efficiency. But this model is no longer sufficient.

Transformation in healthcare requires a shift in focus: moving from a transactional logic to a relational logic.

Fernando emphasizes that this change involves understanding the customer journey from beginning to end. It's not just about selling a medication, but about understanding contexts, needs, and life moments.

This movement completely changes the way the business is thought about. The company stops reacting to demand and starts anticipating it, an essential step for anyone who wants to remain relevant.

From a traditional company to a protagonist in the transformation of healthcare.

The story of RD Saúde helps illustrate how this transformation happens in practice.

Fernando shares that the company has gone through different phases over the years, from a family-run structure to becoming a highly data-driven and technology-driven publicly traded company.

But the most interesting point is that it wasn't a rupture. It was an evolution.

According to him, each phase required adaptation, but also brought lessons that underpin the current moment. And this reveals something important: transformation in healthcare doesn't happen overnight; it's a process of building.

Technology as a means, not an end.

One of the most relevant parts of the episode is when Fernando reinforces the true role of technology.

According to him, the mistake many companies make is seeing technology as the sole protagonist. In practice, it only makes sense when it improves the customer experience. In his words:

"Technology is a means."

And this perspective changes everything.

Transformation in healthcare happens when technology is applied to solve real problems, reduce friction, accelerate processes, and make the journey simpler and more efficient.

Without this, any investment becomes nothing more than a cost.

Omnichannel and the new logic of relationships

Another central point of the conversation is omnichannel. And here there is an important lesson for any company.

The customer doesn't think about channels. They simply expect a seamless experience.

Fernando explains that today consumers can begin a journey digitally and finish it in a physical store, or vice versa, without noticing any disruption. This behavior is transforming how companies structure their operations.

An interesting fact reinforces this change: even with the growth of digital, many customers still choose to pick up products in-store. This shows that the physical store hasn't lost relevance; it has gained a new role.

In this context, the transformation in healthcare lies in integration, not replacement.

The pharmacy as a health hub

Perhaps one of the most powerful ideas in the episode is the redefinition of the role of the pharmacy.

From a point of sale, it becomes a true center of care.

Fernando describes this movement as the construction of a "health hub," a space where the client finds not only products, but also guidance, services, and support throughout their journey.

And he raises an important provocation:

"Does it make sense to have a pharmacist in the store just to hand out a little box?"

The answer is clear.

Within the transformation in healthcare, the pharmacist assumes a much more strategic role, acting directly in the customer experience and care.

Scale and proximity: a competitive advantage

With over 3.600 stores, RD Saúde operates on a gigantic scale. But, contrary to what one might imagine, this scale doesn't distance people, it brings them closer.

Fernando explains that this extensive reach allows for something fundamental: being close to the customer at the moment they need us.

This directly impacts the experience. Faster deliveries, greater convenience, and easier access are direct consequences of this structure.

But there is an even more relevant point: scale allows for the generation of intelligence.

With millions of interactions, the company is able to understand behavioral patterns and constantly evolve its offering. This is one of the pillars that support the transformation in healthcare.

The real challenges of transformation in healthcare.

Despite all the progress, the transformation in healthcare still faces significant structural challenges, and the episode makes this clear at various points.

One of them is the complexity of the healthcare system itself in Brazil. As Fernando mentions, it is an overburdened system, both public and private. This increases the responsibility of companies like RD Saúde to contribute with more accessible and efficient solutions.

Another critical point lies in execution. Transforming strategy into practice requires coordination between areas, continuous investment, and, above all, consistency. It's not enough to implement technology; it's necessary to ensure that it works in day-to-day operations, at the point of use.

Furthermore, there is the challenge of balancing efficiency and humanization. In a sector like healthcare, any technological advancement needs to preserve customer trust. And that requires care.

Fernando's own words reinforce this point when he highlights the importance of combining technology with human interaction, especially during the most sensitive moments of the customer journey.

Ultimately, transformation in healthcare is not linear. It involves trial and error, adjustment, and constant learning. And perhaps that is the greatest challenge: evolving without losing what makes care truly human.

Data and journeys: the new way of thinking about business.

While the focus used to be on sales indicators, today the logic has changed.

Fernando points out that the focus has shifted to being guided by journeys. This means understanding the client in different contexts, whether in ongoing treatment, at a specific moment, or during a particular phase of life.

This change is profound.

It requires internal reorganization, new teams, and an experience-oriented mindset. More than that, it requires abandoning a product-centric vision to adopt a customer-centric one.

This is where the transformation in healthcare becomes truly strategic.

Artificial intelligence and personalization

Artificial intelligence is already part of RD Saúde's operation, but with a clear objective: to generate value.

Fernando cites initiatives such as MIA, an AI that supports pharmaceutical care with relevant information and decision support.

But the most interesting part is the future potential.

The trend is for AI to be increasingly used to personalize experiences, anticipate needs, and make customer service more precise.

Still, there is an important consideration. As he himself emphasizes, it is necessary to balance technology with humanization. In healthcare, this point is non-negotiable.

Culture: the true engine of transformation

If there is one factor that underpins all this evolution, it is culture.

Fernando is straightforward in stating that the foundation of the company lies in collaboration and a sense of ownership. For him, regardless of position, everyone should act as if they are responsible for the business.

He sums up this mentality well by saying:

"You have to make decisions as if you were the owner."

This type of culture accelerates decision-making, improves execution, and creates an environment more prepared for change.

And without that, no transformation in healthcare can be sustained.

The role of leadership in healthcare transformation.

Transformation in healthcare doesn't happen solely through investment in technology or expansion of infrastructure. It depends, primarily, on leadership.

Throughout the episode, Fernando makes it clear that moments of change require more than technical knowledge; they demand decision-making, courage, and consistency. In complex environments, where the scenario changes rapidly, the leader's role is to provide direction and keep the team aligned.

This also includes the ability to adapt. His own trajectory within RD Saúde demonstrates this: different phases, different contexts, and the constant need to evolve along with the business.

At one point in the conversation, this vision becomes evident when he highlights the importance of actively contributing to the company's growth, and not just going along with the movement.

More than reacting to change, leaders who drive transformation in healthcare are those who anticipate scenarios, develop people, and create structures capable of sustaining long-term growth.

In the end, technology accelerates, but it is leadership that directs.

More than technology, a change of mindset.

The episode with Fernando Kozel shows that the transformation in healthcare is not just about technological innovation. It involves strategy, culture, leadership, and, above all, a new way of seeing the customer.

Companies that understand this have a head start.

Because, in the end, the transformation isn't in the tool, it's in the way of thinking.

And in a sector as sensitive as healthcare, this difference is not just competitive. It's essential.