Thirty years of medical leadership, available by the project.
I provide specialized Medical Affairs and medical leadership services to pharmaceutical, biotech, medical device and health technology companies operating or expanding in Latin America. Thirty years inside the industry, not observing it from outside.
Fractional Chief Medical Officer · Interim medical direction · Project-based consulting
- byron@drbyronmonzon.com
- Guatemala · Latin America
Track record
Three decades of measurable results across Latin America.
30+
years of leadership
6
pharmaceutical companies
100+
medical projects
25+
product launches
100+
key opinion leaders
3,000+
medical materials
Career spanning Mexico, Central America, South America and the Caribbean.
Some of the companies where I have worked
Six companies
- Novartis
- Merck
- Procter & Gamble
- Roemmers
- Panalab
- Rowe
Medical training methodologies and regional projects developed for these organizations.
Distinctions
Judgement that institutions have already backed.
2
Recognition
Two International Awards for Medical Excellence, for contributions to Medical Affairs at Merck and Roemmers Central America.
5
Editorial
Editor of five scientific journals and specialized websites.
LATAM
Clinical research
Introduced Novartis global clinical research to Latin America.
Credentials
- Licensed physician, Colegio de Médicos de Guatemala
- Master's degree in Diabetes and Metabolic Syndrome, Universidad Francisco Marroquín
- Internship and residency, Universidad de San Carlos and Hospital Roosevelt
- Training in Regulatory Affairs, Marketing and Pharmacovigilance
- Certified trainer
- Bilingual Spanish and English
The problem
Medical capability is almost never brought in on time.
Some arrive in Latin America with a global medical strategy that does not survive contact with the region. Others prepare a launch with no medical department. Others have had the position open for months and the calendar will not wait.
The cost of waiting is not the hire that never happened. It is the launch with no scientific narrative, the commercial team that cannot hold a conversation with a specialist, the Advisory Board convened too late, and the material that went out carrying a claim the evidence does not support.
None of the three is solved by an external report. They are solved by someone who takes the medical judgement, signs it and answers for it, for as long as it takes and not a month longer.
The fractional model covers the interval between “we need medical capability now” and “we can justify a permanent executive position”.
The calendar does not wait for the medical department.
Services
Six lines of work.
Engagement models
Five ways to engage. They combine.
| Model | Who it fits | What it includes | Commitment |
|---|---|---|---|
| Hourly consulting | Teams with one concrete medical question | Advisory sessions and one-off review | Hourly, no minimum |
| Defined project | Companies with a dated deliverable | Fixed scope, deliverables and timeline | 4 to 12 weeks |
| Launch support | New products entering the region | Medical readiness before, during and after | Tied to the launch calendar |
| Monthly retainer | Operations needing continuous medical judgement | Allocated monthly hours and a fixed cadence | Quarterly minimum |
| Fractional Chief Medical Officer | Companies with no medical department or a vacant position | Part-time medical direction and external representation | 6 to 12 months |
The model is decided in the first conversation, not before it. Scope agreed in writing before work starts. Fees on request.
I turn down more work than I take on.
Yes, if...
- You are entering Latin America and do not have a medical department yet
- You are preparing a product launch in the region
- The medical position is vacant and you need it covered while you hire
- You are a small or mid-size pharmaceutical company, a biotech or a regional distributor
- You need senior medical judgement without opening a permanent role
Probably not, if...
- You are looking for volume staffing rather than medical leadership
- You need full-time daily operational execution in a single country
- You expect results without defined scope, objectives or indicators
- You need medical judgement to back a claim the evidence does not support
Speaking
Beyond the prescription
A talk about what happens when the evidence leaves the exam room and enters the clinical decision.
Active clinical practice
The medical strategy I recommend, I hold up in clinic.
I still see patients. That is why the medical strategy, materials and training I develop hold up in real practice and not only in the literature. A consultant who left the exam room fifteen years ago advises from memory; I advise from last week.
- DiabetCentro, Guatemala City
- 7a avenida 9-64 zona 9, Edificio Zona Médica, fifth floor, office 515
- Monday to Friday, 07:00 to 16:00
Medical Affairs expertise that transforms scientific evidence into strategies, capabilities and business results across Latin America.