FARMA Group

Pedro Simón Romero Cánovas is the Corporate Director of Information Technology (CIO) at Grupo FARMA, where he leads strategic technological initiatives. He also serves as President of SAP ASUG Venezuela. Pedro holds master's degrees in HR digitalization and digital marketing, and actively shares insights on AI and leadership. In an exclusive interview with CIOReview Latin America, Pedro Romero shares his views on topics such as the challenges in managing IT infrastructure and advancements in technology and digital transformation reshaping the pharmaceutical industry.

1. Can you share some key experiences and strategic decisions that have shaped your leadership journey at FARMA Group?

Leading digital transformation in a highly regulated industry like pharmaceuticals is a thrilling challenge. Over the past few years, we’ve successfully transitioned to a more integrated digital ecosystem, with SAP and Microsoft 365 serving as key pillars for process automation and optimization.

One of our most impactful strategic moves was the establishment of corporate governance committees, where technology topics now hold greater weight— enabling stronger alignment between IT and the business. We've also embraced data analytics, investing in end-user training to empower teams to meet their strategic information needs.

2. In an industry where data security and regulatory compliance are critical, what measures does FARMA Group take to safeguard sensitive information and maintain compliance?

At FARMA Group, security isn’t just a set of tools—it’s a culture driven by strong employee engagement across the company. We've adopted a 'zero trust' approach, where continuous verification is essential. Our digital defense is built with cutting-edge technology to detect threats before they become issues. We also prioritize employee awareness through ongoing cybersecurity training and strictly comply with regulations like GDPR and local laws to ensure information protection.

"​Beyond technical expertise, a CIO in pharmaceutical industry must be a strategic thinker with strong business  acumen."

3. What are the biggest challenges in managing IT infrastructure within the pharmaceutical sector, and how does FARMA Group address these challenges to ensure operational efficiency and innovation?

One of the biggest challenges is striking the right balance between stability and agility. In the pharmaceutical sector, any disruption in the supply chain can impact the availability of essential medications.

To address this, we’ve implemented a hybrid infrastructure that combines cloud and on-premise solutions, ensuring both resilience and scalability. We are also exploring the automation of critical processes through Robotic Process Automation (RPA) to reduce errors and improve efficiency.

4. With rapid advancements in technology and digital transformation reshaping the pharmaceutical industry, how does Farma Group stay ahead of emerging trends and leverage them for growth?

The key lies in anticipation. We continuously monitor trends in emerging areas, such as artificial intelligence and advanced analytics, to identify opportunities for application within our operations.

For example, we are exploring generative AI to enhance employees' work, aiming to create a highly productive environment where AI and people coexist and generate value for both the individual and the organization. In addition, we actively participate in national and international forums and maintain a strong involvement in business associations to stay at the forefront.

5. Based on your leadership experience, what key skills and qualities do you believe are essential for professionals aspiring to executive roles in IT and digital transformation within the pharmaceutical sector?

Beyond technical expertise, a CIO in this industry must be a strategic thinker with strong business acumen. Key skills include:

• Transformational leadership – to inspire teams to innovate and adapt.

• Critical thinking – to assess emerging technologies and their real impact on the organization.

• Change management – because technology is useless if people don’t adopt it.

• Effective communication – to bridge the gap with the business and translate technology into tangible value.