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Indian pharma companies need to diversify export markets as industry evolves with the tag of ‘Pharmacy of the World’, says Amit Patni, Raay Neo Pharma, founder & director at Raay Neo Pharma further adding that today India remains heavily dependent on the US.
India has built its global pharmaceutical position on cost-effective manufacturing, large-scale generic production, formulation capabilities and regulatory expertise. But proposed US tariffs on pharmaceuticals could alter the economics of exports, prompting companies to reassess manufacturing footprints, supply chains and investments.
Raay Neo Pharma is an emerging pharmaceutical company focused on acute and specialty care, with 90+ products in the market and new formulations under development. Built on an agile operating model, it combines branded formulations, selective global licensing partnerships and indigenous R&D. Founded by Amit Patni, the company draws on more than five decades of business experience to build a patient-centric pharmaceutical business.
Patni also points to India’s dependence on imported APIs and key starting materials, particularly from China, as a critical vulnerability. Strengthening domestic API, KSM and intermediate manufacturing will be important for supply-chain security, with measures such as the PLI scheme helping build infrastructure, scale and domestic capabilities.
“The next phase of leadership should be driven by quality, reliability, regulatory excellence, complex generics, biosimilars, specialty products, technology and innovation,” says Patni. In his view, India’s competitive advantage can no longer rest on producing medicines at lower cost alone. Reducing API dependence, investing in advanced manufacturing and R&D, and building resilient global supply chains will determine how effectively the country moves up the pharmaceutical value chain.
AI is likely to accelerate this transformation. Patni sees AI as an enabler across drug discovery, formulation development, manufacturing, quality, regulatory affairs and commercial operations. Rather than replacing scientific expertise, he believes its value will come from augmenting human intelligence, accelerating decisions and enabling more data-driven development.
In R&D, AI and machine learning can support target identification, molecular design, virtual screening and formulation optimisation. AI-driven tools can help scientists identify suitable excipients, predict compatibility and stability, and reduce the traditional trial-and-error approach. In manufacturing and quality, AI can enable predictive maintenance, process optimisation, real-time monitoring, deviation investigations and trend analysis, helping move operations from reactive to more predictive and preventive models.
Regulatory affairs could be another major area of impact. “AI usage could grow in a much bigger way in regulatory dossier reviews,” says Patni. AI can also assist with regulatory intelligence, analysing large volumes of data, generating quality documentation, assessing submission readiness and identifying potential compliance gaps.
For Raay Neo Pharma, the next phase of growth will focus on converting geographic reach into deeper market penetration. The company has a presence across states representing nearly 83% of India’s population, providing a strong base for its branded-generics business. However, Patni says geographic coverage is only the starting point.
The company plans to strengthen its presence in key therapeutic areas, deepen doctor and retailer engagement and adopt focused regional strategies based on market potential and patient needs. A capable field force, data-driven execution and robust distribution will be central to improving reach and prescription depth.
“Geographic presence is the starting point rather than the end objective. The next phase is about building greater depth and consistency within these markets,” says Patni.
Raay Neo Pharma’s flexible operating model will also allow it to scale its portfolio through strategic manufacturing partnerships alongside indigenous R&D. With more than 94 formulations, the company’s focus is not simply on adding products, but on building a balanced portfolio around relevant therapeutic needs and market opportunities. Manufacturing partnerships provide specialised capabilities and scalable capacity while helping the company remain capital-efficient.
Patni believes quality, affordability and profitability should not be viewed as competing priorities. “We see quality, affordability and profitability as interconnected rather than competing priorities,” he says. Efficient sourcing, disciplined portfolio selection, technology-led processes, responsible cost management and strong quality systems will remain central to sustainable growth.
For Raay Neo Pharma, the ambition is ultimately to build a differentiated and sustainable branded-generics business. “Our objective will remain clear that is grow with discipline, innovate with purpose and build a sustainable branded-generics business that creates long-term value for patients, healthcare professionals and the organisation,” Patni informs.
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