中文
By Tom Wilson
What this Means for You:
- Sharing issues as soon as they appear enables teams to adjust before timelines slip
- The trust built during “good days” is what carries teams through the inevitable complexities of development and manufacturing
At Interphex this year, I had the privilege moderating a conversation between some of the most experienced leaders in today’s outsourcing world. We focused on an essential subject that sits at the center of how our industry is evolving: what it truly means for a CDMO to operate as a partner rather than a vendor.
I was joined by three veteran leaders who each see this shift from a different vantage point: Elena Polansky, President of Somerset Solutions Advisory Partners, Ray Sison, Managing Partner at SCxCMC and Nicole Strauss, VP of Sales, North America at AmbioPharm.
Over the course of the discussion, we explored what partnership looks like and where both sides can raise the bar in communication, transparency and execution. The conversations surfaced themes that are shaping real decisions across the industry, and I will be diving deeper into these insights that were discussed.
We opened by grounding ourselves in a simple, but important question: What does partnership actually mean? Not as a buzzword, but as a way of working. We spoke about what it looks like, what it feels like and how it drives value across the development and manufacturing lifecycle. One example that stood out came from Nicole Strauss, who emphasized the importance of early visibility into risks. She mentioned you should not wait until an issue arises but communicate as soon as something looks off. This allows teams to help manage and adjust quickly to protect timelines and continue to maintain trust
There was a strong consensus around the elements of partnership, and what is necessary to get there: trust, communication, transparency, aligned objectives and shared commitment. This builds the foundation upon which we can face and solve the challenges that arise in manufacturing. If we are honest with ourselves, no matter where we sit around the table, if manufacturing were easy then everyone would do it. When these elements are present in a relationship, it enables our collective energies to focus on the problem at hand.
I would be remised if I did not also call out the need for robust structures to support partnership. Having a solid agreement in-place and on paper, one that frames shared goals, clear governance and aligned definitions of success, will only support everyone when we have one of those “bad days.” As Elena Polansky noted during the discussion, structure is what keeps teams aligned when execution becomes complex. As for emerging companies, Ray Sison pointed out, experienced CMC consultants often can help teams navigate decisions.
I came away from this discussion reassured and energized. Moving a relationship from transactional to truly collaborative partnership adds value to the CDMO landscape. Partnership is built during the good times, but it’s what will get us through the challenges and uncertainties that inevitability arise in manufacturing.