Ecosystemic Life Sciences Associates — ELSA is a Haitian business development venture in Life Sciences and Healthcare. Through the power of logistics, information systems, and committed expertise we design and operate infrastructures that help secure and deliver essential health products, services and responses at point of care and communities for a viable and sustainable health ecosystem.
Haitian-led. Already on the ground. Building a business that outlasts any one contract.
ELSA's objective is simple to state and demanding to deliver: build a health supply system and service ecosystem that Haiti owns, that holds up under the country's conditions, and that ultimately pays for itself. We start from presence, not scale — local expertise and capabilities already proven in the programs, the operations and the hardest conditions. Our leadership will work towards building a strategic public–private partnership with the MSPP and its bodies to deliver a better-functioning national health ecosystem on commercial footing rather than perpetual aid, and, in time, stronger health security and a rising human-capital index. This strategic objective will render the system more resilient with a commercially viable and sustainable model — so that external health assistance can have an exit pathway as commercial capacity steps in gradually.
Six companies entering one partnership — a flexible structure of expertise and capabilities, built to respond to the challenges on the ground.
ELSA is a commercially-driven venture built on one systemic idea: responsive healthcare rests on five capabilities working as one — Space, Systems, Staff, Stuff and Social. Logistics and supply chain form the arterial infrastructure that positions products, services and outcomes in the spaces where care is delivered; systems turn data into intelligence for visibility and critical decisions; recognized experts bring insider know-how and external connections; the health products themselves are kept secure and moving; and social engagement rallies communities and stakeholders. Five capabilities compose into three reinforcing business lines that move as one — from arteries to capillaries, from support to enterprise. That is how the model holds together, and how it lasts.
The infrastructural backbone — arteries and capillaries: pharma-grade warehousing, national distribution and last-mile delivery, cold chain and reverse logistics, from port to the point of care. Delivered by Excel Logistics, BPLT and Vigopex.
A decentralized delivery-point (DDP) network plus community engagement and risk communication (RCCE) that reach the patient, generate demand and build trust — led by Institut Panos across all ten departments.
Information systems, monitoring-evaluation-and-learning (MEL), quantification and program-management support that make the ecosystem visible, auditable and continuously improvable. Led by MATTIC and GH360 with Vigopex.
The infrastructure carries product; community services create reach and demand; technical support makes both visible and improvable — each business line strengthens the other two.
Clear, end-to-end services across our three business lines — pick a single service or a tailored package, delivered directly or brokered through our partner network.
Moving and safeguarding health products — from the warehouse to the point of care.
Secure, pharmaceutical-grade warehousing with full inventory management — your products stored safely and always accounted for.
Reliable nationwide delivery by road and barge, reaching every site — even through the country's hardest routes.
Temperature-controlled handling, backup power and medical oxygen that keep sensitive products safe, end to end.
Forecasting, sourcing, procurement and customs clearance — the right products in the right place before they're needed.
The intelligence and support that keep the whole operation visible and improving.
Real-time tracking, dashboards and clear reporting that give you full visibility and confidence in every decision.
Expert program management, monitoring and technical assistance that strengthen systems and deliver measurable results.
Reaching the patient — access at the last mile, and the trust that drives demand.
A decentralized network that carries products the last mile to communities and points of care.
Trusted communication and community engagement that build demand — so products reach patients and get used.
Haiti’s health supply chain — the challenge, the underserved demand, and why our network sits where it does.
Armed groups sever the RN1, RN2 and RN3 out of Port-au-Prince — up to 65–70% of the supply plan can be delayed or cut off.
800+ health facilities and 250+ PEPFAR sites nationwide, plus a private market beyond donor aid — most reachable only through the capital’s bottleneck.
A hub in every catchment, reroute by sea and air when roads close, and capillaries that carry product to the last mile.
Population, PEPFAR sites, commodity volume and the HIV treatment cohort concentrate on the same three catchments. The map follows the demand.
| Catchment | Population | PEPFAR sites | Commodity vol. | TX_CURR |
|---|---|---|---|---|
| Great North · Cap-Haïtien + Gonaïves | ~4.7M | 136 | 54% | 62,102 · 42% |
| Central · Port-au-Prince | ~4.0M | 65 | 28% | 65,497 · 45% |
| Great South · Miragoâne + Les Cayes | ~2.2M | 55 | 18% | 19,502 · 13% |
Sources: population — IHSI. PEPFAR sites & commodity volume — ELSA / GHSC-PSM North Hub Proposal, 2024. HIV cohort — MESI TX_CURR, 2026.
For partnerships, investment/financing, institutions and donors, or careers.
Email: info@elsa.biz
Address: 10, rue Vincent, Clercine 2, Tabarre, Haiti (HT6123)
