Where pharmaceutical strategy in Latin America gets decided.
Kovaris is a market intelligence, strategy and market access firm for the pharmaceutical industry in Latin America, focused on rare diseases and specialty care.
Specialized advisory, built for the realities of access.
Every engagement combines secondary sources, ongoing intelligence from our network of specialists and the client’s own information, with the same methodology across all five markets.
Competitive Intelligence
What competitors are doing, what is coming in the pipeline and what it means for the brand.
Pricing and Market Access
Price and access at every stage, whether the price corridor before launch or coverage for a brand already on the market.
Market Opportunity Assessment
Patient and market value estimates, patient journey analysis and growth opportunities by therapeutic area.
Ongoing strategic support
Periodic market monitoring and working sessions with the team to review changes, priorities and plans.
Hereditary angioedema, rare hematology (hemophilia, PNH, ITP), rare neurology (CIDP, myasthenia, SMA), immunoglobulins (PID, SID), metabolic disorders (Gaucher, Fabry).
Immune-mediated inflammatory diseases (lupus, RA, vasculitis), rare dermatology (pemphigus, epidermolysis bullosa), rare rheumatology (scleroderma, Still’s disease).
Cell and gene therapies (SMA, hemophilia B), CNS and neurology (MS, rare epilepsies), specialty respiratory (alpha-1, PAH, IPF), hemato-oncology and rare tumors.
Five markets. One living relationship map.
The Kovaris Healthcare Intelligence Network (KHIN) is our own network of relationships across the region: physicians, payers, regulators and opinion leaders in each of the five markets.
Funded by obras sociales, private insurers and the public system. High-cost drugs are bought by each payer, with some centralized programs such as SIGMAC in hemophilia.
Funded by IMSS, ISSSTE and IMSS-Bienestar. High-cost drugs enter through the CSG Compendium and are bought through consolidated purchasing or each institution’s tenders.
Funded by FONASA and the ISAPRES. High-cost drugs enter through the Ricarte Soto Law for covered conditions; the rest is bought through CENABAST and individual hospitals, or arrives through the courts.
An integrated national system, the SNIS. High-cost drugs are funded through the FNR when listed, and through the courts when not.
Funded by the MSPyBS and the IPS, with significant out-of-pocket spending. High-cost drugs depend on public procurement and the courts.
Source: Kovaris Healthcare Intelligence Network (KHIN), Q2 2026.
We validate the path before you commit to it.
Validate before we engage
We test the access thesis against live relationships before a formal scope is written.
Map the real decision-makers
The org chart is not the decision. We map who actually moves reimbursement.
Pressure-test the pathway
Assumptions on price, evidence, and timing are challenged against market reality.
Deliver defensible recommendations
You leave with insights and recommended actions you can defend to a board and to a payer.
Two recent pieces of work.
Assessing a pharmaceutical portfolio for entry into the Uruguayan market.
The company was evaluating bringing products from a manufacturing plant in India into the country, across several therapeutic areas, and needed to decide where to start. We prioritized areas by revenue and patient projections, analyzed the competition in each one and mapped the registration requirements for each product.
Mapping reference centers, opinion leaders and access routes for a biotech entering Paraguay.
A biotech company with a presence in the region wanted to expand into Paraguay and needed to know who to talk to. We identified the main genetics, hemato-oncology and oncology centers, mapped the opinion leaders in each area and surveyed the coverage and purchasing routes for specialty products in the country.
Icatibant in Argentina: what list prices show and what they do not
Between 2023 and 2026 the Argentine market for icatibant, the most widely used on-demand treatment for hereditary angioedema attacks, went from one brand to two and is now heading for another change. This paper reconstructs the entry and discontinuation of Eibanta, the appearance of Agnes in price databases and the evolution of list prices for the three brands, using public sources only.
The analysis shows that the competitor’s discount to the originator narrowed while both were on the market, and that the narrowing did not come from a price cut by the originator. It also explains why list prices are not enough to measure effective competition, and what purchasing conditions it takes for a new brand to turn into savings for payers.
Written for access, pricing and strategy teams in the industry, and for payers assessing alternatives in rare diseases.
Facing a decision in a Latin American market? Let’s pressure-test it first.
Most of our relationships begin with a conversation about the decision in front of you. Tell us the market and the question.