Expanded Sanofi Budapest Hub Demonstrates the Pulse of Progress

To mark the official opening of the Sanofi Budapest Hub expansion on Oct. 9 (2025), Madeleine Roach, executive vice president and head of business operations at Sanofi, spoke to the Budapest Business Journal about the role the center plays in global operations, the ongoing transformation at the pharma firm, and what lies ahead.
BBJ: As executive vice president and head of business operations, you have a company-wide role. How often are you in Budapest?
Madeleine Roach: Budapest is very close to my heart. It was our first European hub and a visible proof-point of a much bigger transformation we began two years ago. In 2023, we doubled down on science and set an ambitious goal: to become the first AI-powered, R&D-driven biopharma. To deliver on that, we needed to reset how we work, end-to-end, across the enterprise, not just in classic corporate functions.
That is why we created Business Operations: the catalyst for modernization at Sanofi. From day one, the scope went well beyond a traditional GBS. We brought together multidisciplinary capabilities (go-to-market and commercial excellence, medical, manufacturing & supply support, as well as the full suite of corporate services) and we designed them around standards, data, and outcomes, not organizational charts. Our CEO and executive committee gave us a clear mandate and pace: a two-year transition that many companies would plan over four or five. We built a common transition methodology, clear tollgates, and a metrics-driven way of working so “what good looks like” is transparent to everyone.
Culture mattered as much as design. We adopted a “seeing is believing” approach, bringing leaders into our hubs to experience the talent, tooling, and impact firsthand. We kept the conversation anchored in value creation, focusing on faster cycle times, a better user experience, and tangible profit and loss, as well as working capital benefits.
Budapest was the European pioneer in this journey (we have since added Barcelona alongside Hyderabad, Bogota, and Kuala Lumpur), so I visit frequently with my leadership team. Transformation isn’t done from a distance; you have to be with the teams, listen, and help remove obstacles. When I was last here in April, we reaffirmed our ambition: deliver value and excellence at scale so Sanofi can chase the “miracles of science” for patients.
BBJ: You are here for. In terms of staff numbers, square meters and roles performed, how has the BSC grown?
MR: When we established the Budapest hub in 2019, we started with only a handful of talents. Today, we are around 1,700 professionals, and expect to continue growing. Our ambition is to increase the Budapest hub to 2,200 colleagues by 2026. This is not only an investment in Sanofi, but also in Hungary’s economic growth.
What makes this hub unique is its multidisciplinary nature. We are not only home to finance or HR; we cover a broad range of functions: Finance and accounting, people services, procurement, digital, R&D support, medical services, and manufacturing and supply. That gives our teams a much broader perspective on the value chain of a global biopharma company.
The Budapest hub is also a community. In our 15,000 sqm at Váci Greens, we’ve created a modern workplace with state-of-the-art facilities, cultural and sports programs, and spaces that encourage collaboration. This month, we are opening four additional office floors and a multifunctional community space. It’s all designed to inspire bold thinking and unite us behind our mission.
BBJ: The motto of the unit you head is “Business Operations delivers value and excellence at scale so Sanofi can chase the miracles of science to improve people’s lives.” How does the Budapest hub contribute to this?
MR: It plays a pivotal role in Sanofi’s transformation. By centralizing and reimagining operational work, we enable our R&D teams to focus on groundbreaking scientific innovation. For example, by streamlining processes, we shorten cycle times and simplify complexity, enabling R&D to bring new medicines to patients faster. By embedding digital tools, analytics, and increasingly AI into everyday operations, we create not only efficiencies but also new insights that help us work smarter. Ultimately, this hub shows how business operations create direct value for patients. It’s not back-office work; it’s a catalyst for how Sanofi delivers innovation to the world.
BBJ: Through Chinoin, founded in Hungary in 1910, Sanofi has a significant interest in the country. What is the size of your footprint here, and how does that compare to other international subsidiaries?
MR: Hungary is not only home to the Budapest Hub, but also to commercial operations and one manufacturing site, with the sixth-largest footprint in Sanofi globally. In terms of size, it’s the biggest in Europe, and the second-largest in Sanofi’s global hub network.
BBJ: Sanofi describes itself as an “R&D driven, AI-powered” biopharma company, committed to improving people’s lives and delivering compelling growth. It is interesting to see AI given such prominence. How does it, and the mission, manifest itself?
MR: We are reshaping how we discover, develop, and deliver medicines. On the R&D side, we are leveraging decades of scientific expertise, especially in immunology, and focusing our pipeline with precision medicine approaches. On the AI side, we aim to be the first biopharma company to be empowered by artificial intelligence at scale. Our AI strategy is based on the three pillars: Expert AI to accelerate discovery and development; Generative AI to streamline content and processes; and “Snackable AI,” simple tools in the hands of every employee, enabling better decisions every day.
This integration is already reducing time from discovery to commercialization. Combined with our world-class manufacturing, AI is helping us reimagine how fast and effectively we can bring innovation to patients. And we never forget our purpose: we chase the miracles of science to improve people’s lives. That means increasing healthcare access, reducing our environmental impact, and ensuring our growth benefits both patients and communities.
BBJ: What is next for the Budapest hub?
MR: We want to remain a trusted partner for Hungary, for our employees, patients, and communities. We believe that scientific breakthroughs alone cannot transform healthcare. It requires ecosystems: talent, partnerships, and trust. Hungary provides exactly that, and we are committed to building on it.
BBJ: You are a German citizen, you studied in London, you are based in Paris, and here you are today in Budapest. You are a prime example of a multinational employee wrapped up in one package. What are the advantages of being able to draw on all these strings?
MR: It’s true; I’ve been fortunate to live and work in many places and cultures, from London to Kuala Lumpur. Each experience shaped how I lead today. It taught me that diversity of background, culture, and perspective is a fundamental driver of innovation. That is why I feel at home in Budapest. Our hub here is a microcosm of global Sanofi: 65 nationalities working side by side. You can walk through the office and hear conversations in multiple languages, but all united around a common mission. That inspires me every time I visit. Ultimately, what I value most is not just being multinational; it’s being connected: to people, their ideas, and the purpose that unites us across borders.
This article was first published in the Budapest Business Journal print issue of October 17, 2025.