Podcast
HR role in pharma organizations with Ahmed Embaby
Title at episode shootingRegional HR Senior Director MEA and Turkey, Oracle
Ahmed Embaby discusses the HR role in pharma organizations, culture, growth mindset, management transitions, and sustainable performance.
Ahmed Embaby
- Title at episode shooting
- Regional HR Senior Director MEA and Turkey, Oracle
Key takeaways
- HR strategy shapes whether commercial transformation can sustain.
- Talent systems and operating systems need to reinforce each other.
- Regional leadership requires clarity across culture, capability, and execution.
Episode overview
Ahmed Embaby joins Pharma Republic to discuss the HR role in pharma organizations and why people systems matter for organization success. The conversation covers culture, startups, career ownership, growth mindset, promotion mistakes, and the balance between performance and people management.
Why it matters
Commercial transformation depends on people. Workflow systems work best when teams have the skills, incentives, and management structure to use them consistently.
The role and evolution of HR
More than policing: Ahmed challenges the idea that HR exists only to hire, fire, and police employees. In his view, HR should create an ecosystem that empowers employees to manage their own growth, moving the function from administration toward strategic development. 06:06Opens in a new window
Why startups need HR early: Many young companies believe they can operate without a real HR function. Ahmed warns that without HR to shape culture, mediate conflict, and guide management, companies can slide into high turnover and toxic environments before leaders realize the damage. 09:43Opens in a new window
A healthy culture: Ahmed defines healthy culture in direct terms: transparency, candor, and collaboration. In that environment, people focus on beating the competition outside the company instead of fighting each other inside it. 35:43Opens in a new window
Career growth and the growth mindset
Take ownership of your career: Employees often wait for the company to develop or promote them. Ahmed sees career development as a two-way street: individuals need to self-evaluate, speak up, and discuss their trajectory before frustration builds around annual review time. 27:25Opens in a new window
What makes a great hire: When interviewing, Ahmed looks beyond past achievements. He values people who are eager to learn, willing to admit mistakes, and receptive to feedback. A strong resume matters less if the person cannot handle constructive criticism or adapt under pressure. 32:38Opens in a new window
The problem with fast promotions: Promoting top salespeople directly into management is a classic mistake. A star salesperson does not automatically become a strong manager, and rushing the move can mean losing a great seller while creating a weak manager. 17:49Opens in a new window
Performance and people management
Finding the balance: Ahmed rejects the idea that managers must choose between being people-oriented and performance-oriented. The best managers support their teams through challenges and still hold them accountable, because long-term performance depends on people feeling valued and guided. 50:29Opens in a new window
Managing high performers: Managers sometimes ignore high performers because they seem self-driven. Ahmed notes that even top achievers need feedback and recognition. Without it, they can lose motivation and eventually leave. 51:54Opens in a new window