ENTOD Transforms India's Pharma Landscape with Ophthalmology Innovation and World-First Therapies

India's pharmaceutical industry stands at a pivotal crossroads. For decades, we've been known as the "pharmacy of the world" – the undisputed champion of generic manufacturing. But something remarkable is happening beneath the surface. The industry that once excelled at replicating medicines is now pioneering world-first therapies, and at the forefront of this transformation stands ENTOD, a 47-year-old company that's been quietly revolutionizing specialized healthcare.

Meet Nikkhil K. Masurkar, CEO of ENTOD, who represents the third generation of leadership in a company that's been mastering the art and science of ophthalmology, ENT, and dermatology medicines since 1977. What makes ENTOD's story particularly compelling isn't just their longevity – it's their evolution from a contract manufacturer to an innovation powerhouse that's developing therapies approved in India before anywhere else in the world.

This isn't just another pharmaceutical success story – it's a blueprint for how Indian companies can transition from volume-driven manufacturing to value-driven innovation while maintaining affordability and accessibility.

The Legacy: From Contract Manufacturing to Innovation Leadership

The story of ENTOD begins with a visionary – Nikkhil's grandfather, Mr. Jitendra Masurkar, who founded the company in 1977. What's fascinating is that he didn't start ENTOD as just another pharmaceutical company. He had a specific vision that was decades ahead of its time.

"Even our logo for example is an amalgamation of science and spirituality. My grandfather was a deeply spiritual person but he believed that science and spirituality together can achieve great results and that's why the logo has an outer benzene ring and an inner lotus. The benzene ring signifying chemistry and the lotus signifying spirituality," Masurkar explains.

This philosophical foundation translated into a unique business approach. While other companies chased the high-volume general medicine market, ENTOD focused on what Masurkar calls the "five basic senses" – Eye, Nose, Throat, Ophthalmic, and Derma (ENTOD).

The Early Days: Building India's Eye Care Infrastructure

In the late 1970s and early 1980s, India's pharmaceutical infrastructure was still developing. ENTOD became one of the first manufacturers of eye drops in India, requiring Masurkar's grandfather to travel to Germany to purchase equipment and bring it back to train local teams.

The company quickly established itself as a trusted contract manufacturer, producing eye drops, injectables, and skin products for major pharmaceutical companies. They manufactured for industry leaders like FDC (which makes Volini) and Crosslands, building a reputation for quality and reliability.

But the real transformation came in the early 2000s when the company made a bold strategic decision.

"In the early 2000s is when my grandfather and my father who was running the business at that time they took a call that we will move away from contract manufacturing. We will have our own brands, our own marketing and sales, our own R&D and we will expand ourselves with our own brand," Masurkar recalls.

The UK Education: Bringing Global Research Expertise Home

What sets Nikkhil K. Masurkar apart from many third-generation business leaders is his deliberate choice to build expertise outside the family business before joining it. He spent 13 years in the UK, studying pharmacy and even starting his own research company there.

"One of the reasons why I moved to London to study pharmacy is because the course there was more research-centric. It was more about R&D innovation about clinical therapeutics pharmacology those subjects were very strong in the pharmacy degree there," he explains.

This international exposure gave him a unique perspective on pharmaceutical research and commercialization that he could bring back to India. When he joined the family business in 2011, he brought with him not just technical knowledge but a global mindset toward innovation.

"I come from a technical background. I'm a technical researcher first and business person second. I had to learn the ropes of business when I came back to India," Masurkar admits, highlighting his research-first approach to pharmaceutical development.

India's Pharmaceutical Renaissance: From Volume to Value

The conversation with Masurkar reveals a fundamental shift happening in India's pharmaceutical industry – one that few outside the sector fully appreciate. While India has always been strong in manufacturing, the real transformation is happening in research and innovation.

"India was always called as the pharmacy of the world. So in terms of manufacturing we were always there. Now what is happening is from a research perspective we are also becoming stronger," Masurkar explains.

The numbers tell the story of this transformation. Historically, Indian pharmaceutical companies spent less than 3-4% of revenue on R&D. Today, that's changing rapidly across the industry – from large players to MSMEs.

"Companies have significantly upped their R&D spend compared to revenue. We are moving from a volume-driven pharma industry towards a value-driven innovation ecosystem with focus on high-value products, focus on genuine R&D-driven products," Masurkar states.

The Post-COVID Wake-Up Call

The COVID-19 pandemic served as a catalyst for this transformation, forcing Indian pharmaceutical companies to recognize the importance of self-reliance in drug development.

"The pandemic has woken us up. Pre-pandemic, R&D was more like a namesake kind of thing where people had to do to show that they're doing something different. Now it is serious. We realized after the pandemic that when things go wrong you're on your own. You need to be able to develop medicines from scratch and get them approved in a very short period of time," Masurkar reflects.

Why Specialization? The Five Senses Strategy

ENTOD's focus on ophthalmology, ENT, and dermatology might seem niche to outsiders, but Masurkar explains that this specialization was actually a visionary choice that's becoming increasingly relevant today.

"When my grandfather started ENTOD, he was always of the opinion that people don't focus too much on eye care, on the ENT care, on the skin. More emphasis is given on general health, on metabolic disorders, diabetes, cardiovascular, cancers. And rightly so. But people were not focusing in these areas," he says.

The Digital Age Impact on Human Senses

What makes ENTOD's specialization particularly prescient is how our modern lifestyle is impacting exactly these areas. The rise of smartphones, screen time, noise pollution, and environmental factors is putting unprecedented stress on our eyes, ears, and skin.

"Today that situation is even more realistic than in 1977, where our eyes and ears are under unprecedented stress and strain because of the advent of smartphones, overexposure of screens, noise pollution. Because of all of these, our ears, our eyes, all our senses are under stress and strain," Masurkar warns.

The statistics are alarming. Masurkar mentions that one in every four children in India is myopic, and if nothing is done about it, by 2047 that number could reach one in two. This isn't just a healthcare issue – it's an impending public health crisis that could lead to more early cataracts, glaucoma, and retinal problems.

India's Ophthalmology Success Story: A Model for Healthcare

One of the most fascinating parts of the conversation is Masurkar's explanation of why ophthalmology has become such a success story in Indian healthcare – and what other sectors can learn from it.

Consider this: India performs more cataract surgeries annually than the US, China, and other developed countries combined. Even more impressive is the cost differential – a cataract surgery that costs $10-20 lakh in the US can be done for ₹20-30,000 in India.

"I think ophthalmology as a sector in India in healthcare, it definitely is a great success story but it's driven by various factors," Masurkar explains.

The Three Pillars of Success

According to Masurkar, India's success in ophthalmology rests on three key factors:

1. Access: India has the largest number of ophthalmologists in the world – almost 23,000 – well spread from rural interiors to major metros
2. Quality: The practice is on par with the US, with advanced laser surgeries, LASIK, SMILE procedures, and femtosecond laser cataract surgeries
3. Academics: Strong educational foundation with research backing and continuous learning

"I've been to villages in India where you'll have a really good eye clinic doing cataract surgeries as well where there will not be other health facilities but there will be at least an ophthalmology clinic there," Masurkar notes, highlighting the remarkable accessibility of eye care in India.

The R&D Revolution: Developing World-First Therapies

Perhaps the most impressive aspect of ENTOD's transformation is their approach to research and development. In an industry where Indian companies typically followed global innovations, ENTOD is now developing therapies that get approved in India before anywhere else in the world.

"We have got a medicine for the first time in the world. So even before the US and I think that is the way forward for India because a lot of medical conditions that you would see in India may not be such a big problem in the US or in the west," Masurkar explains.

The Cost Advantage

What makes this even more remarkable is the cost efficiency. ENTOD can develop new therapies at approximately one-tenth the cost of what it would take in the US.

"When a company like ours does R&D, we do it for almost one-tenth the cost of what would be seen in the US. So we are much more cost-effective," Masurkar states.

This cost advantage isn't just about cheaper labor – it's about smarter processes, efficient clinical trials, and a deep understanding of local healthcare needs.

The Regulatory Landscape

The regulatory environment in India has evolved significantly, making it possible for companies like ENTOD to pursue genuine innovation.

"The CDSCO has well-defined application processes for new drug approvals. Even our regulatory landscape is changing fast. If we can go towards exporting high-value products, the innovation-driven products then we will be able to reach that $450 billion mark," Masurkar explains.

Global Vision: Taking Indian Innovation to the World

ENTOD's ambitions extend far beyond the Indian market. Masurkar envisions a future where Indian pharmaceutical companies become global innovators, particularly in markets where Western innovations may not address local needs effectively.

"Once they are approved and commercialized in India, they will be there for the first time in the world and then we will go to countries of the global south and be a global innovator for these molecules," Masurkar explains.

This approach recognizes a fundamental truth: medical conditions prevalent in India and other developing countries may not be priorities for Western pharmaceutical companies. By focusing on these neglected areas, Indian companies can carve out unique positions as global innovators.

The Affordability Imperative

What distinguishes Indian pharmaceutical innovation is the focus on affordability. While US-led innovation often creates breakthrough therapies that are inaccessible to many, Indian companies like ENTOD are proving that innovation and accessibility can go hand in hand.

"US is always a reference for us when it comes to innovation. But one of the issues with US-led innovation is the affordability and the access. We cannot access some countries of the global south simply cannot afford those medicines. Whereas when we do it in India, we look at affordability," Masurkar emphasizes.

The Entrepreneur's Message: Innovation Mindset Over Everything

As the conversation wraps up, Masurkar offers valuable advice for entrepreneurs looking to enter the healthcare sector – or any industry for that matter. His message is particularly relevant in today's startup ecosystem where many founders gravitate toward technology and finance.

"There are a lot of health problems in India which are not that common in the west. So we should not entirely go by what is there in the west and try and bring it to India and hope that it works. We have our own problems. We have our own problems maybe genetically, maybe historically. And I think we need to identify where those gaps in therapeutics are," Masurkar advises.

The Research Mindset

What's particularly striking about Masurkar's advice is his emphasis on developing a genuine research mindset rather than just pursuing business opportunities.

"In this day and age money is relatively easy to come by. The problem is the research mindset, the innovation mindset. Entrepreneurs need to have a pure innovation mindset. The hardest thing to adopt is a research mindset," he states.

This focus on genuine innovation over me-too business models is what sets companies like ENTOD apart. In an era where many startups focus on quick exits and valuations, Masurkar's emphasis on long-term research and development is refreshing.

The Future: Building India's Pharmaceutical Leadership

As we look toward the future, ENTOD's story offers valuable insights into how Indian companies can transition from being manufacturers to innovators. The company's journey from contract manufacturing to developing world-first therapies exemplifies the broader transformation happening in India's pharmaceutical industry.

With the government's $450 billion target for 2047, companies like ENTOD are showing the way forward. They're proving that Indian pharmaceutical companies can compete globally not just on cost, but on innovation – while maintaining the accessibility that has been the hallmark of India's healthcare success.

"If we can go towards exporting high-value products, the innovation-driven products then we will be able to reach that $450 billion mark and I think we're on the right track there," Masurkar concludes.

The Next Frontier

Looking ahead, ENTOD is working on three world-first therapies that could further cement India's position as a global pharmaceutical innovator. These therapies, once approved and commercialized in India, will represent a new milestone in the country's pharmaceutical journey – from generic manufacturer to innovation leader.

The implications extend far beyond the pharmaceutical industry. ENTOD's success demonstrates that Indian companies can compete globally in knowledge-intensive industries while maintaining their focus on affordability and accessibility. It's a model that could be replicated across various sectors as India moves toward its goal of becoming a developed nation by 2047.

Key Takeaways: Lessons from ENTOD's Journey

ENTOD's 47-year journey offers several valuable lessons for entrepreneurs, business leaders, and policymakers:

1. Specialization Creates Long-Term Advantage

The Insight: ENTOD's focus on ophthalmology, ENT, and dermatology – areas that were underserved in 1977 – positioned them perfectly for today's healthcare challenges.

The Application: Identify underserved niches in your industry that are likely to grow in importance. Specialization builds expertise and creates barriers to entry.

2. Global Exposure Enhances Local Impact

The Insight: Nikkhil K. Masurkar's 13 years in the UK gave him research and commercialization expertise that he could bring back to transform the family business.

The Application: Don't view global experience and local business as mutually exclusive. The most powerful innovations often happen at the intersection of global knowledge and local understanding.

3. R&D Investment Is Non-Negotiable for Future Success

The Insight: ENTOD's transition from manufacturer to innovator required significant R&D investment and a fundamental shift in company culture.

The Application: Build R&D capabilities gradually but consistently. Even small companies can pursue innovation if they have the right mindset and processes.

4. Regulatory Excellence Enables Innovation

The Insight: ENTOD's ability to develop world-first therapies depends on India's evolving regulatory framework and their expertise in navigating it.

The Application: Invest in regulatory expertise and work with authorities to shape frameworks that enable rather than hinder innovation.

5. Affordability and Innovation Can Coexist

The Insight: ENTOD is proving that it's possible to develop innovative therapies while maintaining affordability – challenging the notion that innovation must be expensive.

The Application: Design innovation processes with cost efficiency in mind from the beginning. Focus on frugal innovation that delivers value without unnecessary complexity.

As India continues its journey toward becoming a global pharmaceutical leader, companies like ENTOD are showing the way forward. They're demonstrating that Indian companies can compete globally not just on cost, but on innovation – while maintaining the accessibility that has been the hallmark of India's healthcare success.

The transformation from contract manufacturer to innovation powerhouse isn't easy, but as ENTOD's story shows, it's possible with the right vision, expertise, and commitment to genuine research and development.

About the Guest

Nikkhil K. Masurkar serves as CEO of ENTOD Pharmaceuticals, representing the third generation of leadership in this 47-year-old company. After spending 13 years in the UK where he studied pharmacy and founded his own research company, he returned to India in 2011 to join the family business. Under his leadership, ENTOD has transformed from a contract manufacturer to an innovation-focused pharmaceutical company developing world-first therapies in ophthalmology, ENT, and dermatology.

ENTOD Pharmaceuticals was founded in 1977 by Mr. Jitendra Masurkar with a vision to specialize in medicines for the five basic human senses – Eye, Nose, Throat, Ophthalmic, and Derma (ENTOD). The company has evolved from being one of India's first eye drop manufacturers to developing innovative therapies that receive approval in India before global markets. With a focus on affordability and accessibility, ENTOD continues to drive innovation in specialized healthcare segments.