As the pharmaceutical industry grapples with geopolitical tensions, regulatory shifts, and technological disruption, the question of what constitutes a strong external partnership has never been more critical. We asked industry leaders across CDMOs, biotechs, and technology providers to share their insights on building partnerships capable of navigating current and future challenges.
Transactional vs Strategic
“The pharma/CDMO relationship can no longer be transactional. It must be a shared journey of innovation and accountability.”
Dr. Stella Vnook, CEO, Likarda
A clear consensus emerges from industry leaders: the era of transactional relationships is ending. Dr. Dave Miller, CSO, AustinPx, a small molecule CDMO, emphasizes that “partnerships will shift from transactional to strategic. Modern drug development complexity demands that CDMOs co-own risk, offer phase-appropriate solutions, and think beyond the immediate milestone to the commercial path.” Dr. Stella Vnook, CEO of Likarda, reinforces this shift, noting: “The pharma/CDMO relationship can no longer be transactional. It must be a shared journey of innovation and accountability.”
This evolution reflects broader industry pressures. Geopolitical tensions, supply chain disruptions, and capacity bottlenecks in legacy technologies are forcing sponsors to prioritize partners who can provide stability and innovation simultaneously. As Dave notes, “sponsors are increasingly weighing not only technical capabilities but also the geopolitical resilience of their CDMO partners, often leaning toward those in the U.S. or EU who can ensure enhanced IP security, quality assurance, regulatory alignment, and uninterrupted access to critical inputs.”
Shared Vision as Foundation
“The most impactful and enduring partnerships are grounded in mutual trust, complementary expertise, and a shared commitment to advancing innovation and improving patient outcomes.”
Brianna Schoen, VP Biotherapies Scientific Development, Vitalant
Multiple contributors identify aligned mission and vision as the cornerstone of successful partnerships. Jonathan Wofford, Chief Commercial Officer at Title21, a software provider, argues that “perhaps the most critical element to a good partnership begins with an aligned mission and vision.” He explains that strategic alignment “establishes a layer of trust between organizations and propels the distinct contributions that each organization can provide to reach the shared end goal.”
This sentiment resonates across the industry. Brianna Schoen, VP Biotherapies Scientific Development at Vitalant, emphasizes that “the most impactful and enduring partnerships are grounded in mutual trust, complementary expertise, and a shared commitment to advancing innovation and improving patient outcomes.”
Marinus Bouma, Business Development at Ofichem, reinforces this perspective: “In any external partnership, a shared vision of innovation, value creation, and growth is important. The right technical capabilities and the right quality are the fundamentals of a partnership, but today’s complex environment also requires solutions for possible supply chain disruptions, regulatory changes, and evolving technologies.”
Stella adds: “When you align on IP protection, scalable manufacturing, and realistic launch pathways from day one, you transform disruption into an opportunity. That’s what makes a strong partnership today: one that is policy-savvy, future-ready, and committed to innovation continuity, no matter how the political or economic landscape shifts.”
Digital Integration and Transparency Drive Results
“Digital platforms eliminate data silos and allow for real-time decision-making.”
Alexander Seyf, CEO & Co-founder, Autolomous
The complexity of modern therapeutics, for example in cell and gene therapy, demands comprehensive transparency and integration. Alexander Seyf, CEO & Co-founder of Autolomous, identifies three core pillars: “shared goals, operational transparency, and digital integration.”
Alexander explains that “digital platforms enable this by providing a single, unified view of the entire process, from patient enrollment to final product release. This eliminates data silos and allows for real-time decision-making.”
Antje Kremer, PhD, Senior Manager Global Market Development at Terumo Blood and Cell Technologies, supports this view, noting that effective collaborations require “automating manual steps, embedding digital analytics, and creating flexible, scalable platforms that can evolve as science advances.”
The Human Element
“Sponsors increasingly want local or regional partners who can work closely, shorten timelines, and offer “hands-on” scientist-to-scientist collaboration.”
Dr. Dave Miller, CSO, AustinPx
Despite the emphasis on digital integration, human connections remain paramount. Dr. Andy Lewis, Chief Scientific Officer at Quotient Sciences, emphasizes that “the strongest partnerships are where there is both a cultural and commercial fit between the organisations. This not only aligns the team’s priorities from the outset, but also fosters open communication and an environment of trust and transparency.”
Brianna highlights that “one of the most powerful drivers of success is real-time, direct communication among the individuals actively shaping the work. When scientists, engineers, and operations teams are empowered to engage openly and collaboratively, ideas flourish.”
Stella underscores this people-first element: “The strongest partnerships start early — not at commercialization, but at formulation and delivery design. At Likarda, we’ve found that engaging with partners upstream, whether it’s solving challenges in bioavailability or building delivery platforms that simplify logistics, sets the tone for long-term resilience.”
Josh Ludwig, Global Commercial Director at ScaleReady, emphasizes the value of mutual learning: “True partnership goes beyond transactional business. It’s about building trust, exchanging knowledge, and co-creating solutions.” He notes that sharing experience helps developers “avoid reinventing the wheel and accelerate their path to patients.”
This hands-on approach is becoming increasingly important as sponsors seek regional partners. Dave observes that sponsors want “local or regional partners who can provide close, scientist-to-scientist engagement and hands-on collaboration without the drag of distance or delay.”
Sustainability as Strategic Differentiator
“When both parties have sustainability as a priority, it becomes easier to collaborate.”
Joel Eichmann, Co-founder & Managing Director, Green Elephant Biotech
Environmental considerations are emerging as partnership differentiators. Dave points to “solvent-free manufacturing approaches that can lower environmental impact, reduce operating costs, and align with ESG commitments, all while easing regulatory acceptance over time.”
Joel Eichmann, Co-founder & Managing Director of Green Elephant Biotech, reinforces this trend: “Sustainability has become a real differentiator here. When both sides care about reducing waste, improving traceability, or qualifying alternative materials, it becomes easier to collaborate.”
Flexibility and Adaptability in Uncertain Times
“What really matters is how both sides behave when plans change.”
Joel Eichmann, Co-founder & Managing Director, Green Elephant Biotech
The ability to adapt when plans change emerged as a crucial partnership characteristic. Joel emphasizes that “strong partnerships are rarely about perfect alignment on paper. What really matters is how both sides behave when plans change.”
Pierre Barratt, VP Strategy & Program Management at Codexis, echoes this need for flexibility, describing how his company is “deliberately moving beyond semi-transactional buying toward fewer-but-deeper relationships structured around a shared platform and a long-term scale-up path.”
Building for Resilience
“Resilient external partnerships must be adaptive, policy-aware, and strategic.”
Dr. Stella Vnook, CEO, Likarda
Carol Houts, Chief Strategy & Commercial Officer at Germfree, takes a systematic approach to partnership resilience: “We align regulatory ownership and IP up front, name accountable sponsors on both sides, and keep a steady cadence. We also design for resilient, adaptable, future-ready spaces, serviceable systems, and a clean escalation path.”
Marinus emphasizes the operational foundations required for resilience: “A CDMO with a stable ownership and governance, a long history of regulatory compliance, and a reliable raw material sourcing network could help navigate these challenges. Investments in innovative technologies are a clear sign of the right long-term mindset to stay ahead of the curve.”
Stella highlights the policy dimension: “In today’s dynamic environment — shaped by the Most-Favored-Nation executive order aiming to align U.S. drug prices with international benchmarks, and emerging proposals to streamline biotechnology regulation through a National Biotechnology Coordination Office — resilient external partnerships must be adaptive, policy-aware, and strategic.”
The Road Ahead
The industry leaders’ insights reveal a fundamental shift toward partnerships built on shared purpose, technological integration, and mutual accountability. As Marinus summarizes: “Today’s complex environment requires solutions for possible supply chain disruptions, regulatory changes, and evolving technologies.”
The strongest partnerships, according to these industry veterans, combine strategic alignment with operational flexibility, human connections with digital integration, and short-term execution with long-term vision. In an era of change, partnerships should serve as collaborative platforms for innovation and patient impact.
