“We are committed to making wellness accessible and affordable to the average consumer”
SADIA KAMRAN: WHAT PRECISELY IS THE ROLE OF A CHIEF GROWTH OFFICER?
ANUM AKHAI: I joined Martin Dow in 2018 as executive director in the business development department. The department is the growth engine of the entity as all the new products we bring in, whether for the local or the international market, are driven from there. It was a great learning opportunity as the department deals with a lot of internal and external stakeholders; R&D, supply chain, regulatory, finance and so on. I then became the group director of business growth and strategy, and now serve as chief growth officer. I am on the board of the company and work closely with our chairman and CEO on growth strategy, overseeing diversification, acquisitions, divestments and portfolio development. In October 2023, after analysing global and local trends, we recognised that this was the right time to launch a new entity under the Martin Dow Group. The initiative focused on building a portfolio centred on Health OTC (HOTC) such as supplements and insect repellents; non-prescription consumer products that are preventative and proactive. In April 2024, we introduced Welnox.
SK: Why was 2024 considered to be the right time to launch Welnox? How does the brand aim to make “wellness a joyful, every day journey”, as stated in its mission statement?
AA: Welnox stands for barrier-free wellness. The W logo symbolises our core values and our three pillars. The first represents holistic wellbeing, ensuring that every product and our work environment contribute to overall societal wellness. The second, innovative excellence, reflects our commitment to quality – we have introduced unique formulations and convenient delivery formats not widely available in Pakistan, often entering the underserved segments. The third pillar, empowering lives, reflects why Welnox was launched post-Covid. In a country like Pakistan, many health issues can be prevented with a proactive holistic approach to wellbeing – physical, emotional, psychological and financial. Preventive care reduces the need for reactive treatments, and Covid highlighted the urgent need for greater wellness awareness and access. The impact of the pandemic might have been less severe had there been more awareness of – and access to – wellness products. This is why proactive health management is central to our mission. We promote wellbeing through sessions on physical, financial and emotional health. These sessions provide valuable insights, followed by actionable steps, such as inviting banking experts after financial wellbeing sessions to help employees navigate investments. We launched ‘Eves’ – a six-month programme for working women between 28 and 36 who are navigating key life transitions like marriage or motherhood, helping them to assess their career progress and options. We introduced ‘She Returns’ for women re-entering the workforce, offering project-based work with the potential for permanent positions.
SK: What product categories fall under Welnox and which ones are the most popular?
AA: In order to build a strong financial foundation, Welnox acquired the established pain management product Wintogeno and introduced two new products: VintoMaxx cream for muscle fatigue and Vintojet spray for targeted relief. In addition to pain management, we offer products across seven categories: coughs and colds, digestive wellness, personal care, burn and wound care, supplements, health and hygiene, and kids care. In personal care, we launched Shedd, a mosquito repellent suitable for infants and pregnant and breastfeeding women. We are also developing an OTC burn and wound product from a unique honey extract and expanding our personal care portfolio.
SK: Are the raw materials local or imported, and are the formulations locally developed? What quality control measures are in place?
AA: We prioritise local sourcing when the materials and packaging meet our quality standards. R&D for most formulations is done in Pakistan. For pharmaceutical and nutraceutical products (derived from food sources but extending benefits beyond basic nutrition), we adhere to strict quality standards and follow R&D-set manufacturing guidelines. Our medical, compliance, business development, marketing and supply chain teams participate in product pitch meetings to evaluate international reference products, focusing on local adaptation, market demand and financial viability.
SK: How does Welnox incorporate sustainability into its product packaging and sourcing?
AA: Sustainability depends on the product, but we prioritise recyclable packaging and local raw materials where possible, without compromising on quality. For safety-critical products like Shedd, we use specialised materials like Merck Germany’s patented ingredient. We have also integrated solar power in manufacturing to reduce our carbon footprint.
SK: Are these products OTC?
AA: They are OTC and HOTC non-prescription products, available at pharmacies and at major retail stores and supermarkets. Globally, they don’t require prescriptions, and the same applies here.
SK: Who is your target audience?
AA: Our primary audience is individuals aged 40 and below. They are more aware of wellness and more proactive about their health and often influence the older generations. Previously, wellness products were either unavailable in Pakistan or imported and priced beyond the reach of the average consumer. The target audience varies from category to category. For example, in pain management, we brought in a legacy product – Wintogeno – that was previously earmarked for the 45+ age group. We brought in variants that targeted young, on-the-go consumers, ensuring that our pain management portfolio has something for everyone. In the next stage, we will focus on expanding our geographical reach. We are committed to making wellness accessible and affordable to the average consumer. Some products, like single-pack cough lozenges at Rs 10, target SECs B and C, while others cater to SECs A and B. We are working in a third world country and we need to work within the ecosystem while maintaining financial viability.
SK: How do you see the competitive landscape of wellness products in Pakistan evolving and how does Welnox differentiate itself from them?
AA: Many major players in the market are globally recognised, but they are not locally grown and often cater to upper SECs. As a Pakistani-grown brand, Martin Dow is focused on serving the local population and prioritising wellness – an area often overlooked even by locally grown entities. We have identified key market gaps where we can make a meaningful impact. What sets us apart is our product quality, focus on wellness awareness and convenient delivery formats.
SK: How do you promote Welnox?
AA: Our strategy varies by product, audience and sales goals. Mass-market items rely on OOH advertising, while specialised products, like supplements, need targeted launches involving events with influencers, chemists, distributors, retailers and pharmacy chains. We typically use two to three media channels, with digital as a constant across all campaigns and support many products with on-ground activities to boost awareness.
SK: How do you see the future of Welnox in Pakistan? Are there any new products or product categories in the pipeline?
AA: Welnox is the MD’s priority and we are focused on filling a market gap. Our data-driven approach will help us assess product acceptance, manufacturing sustainability, and supply chain profitability. In terms of portfolio enhancement, we are going back to our roots of natural and herbal ingredients like ashwagandha, shilajit, aloe vera and herbal extracts. While the delivery form is still being decided, we are developing a range of prebiotics, probiotics, and postbiotics for proactive care.
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