“CDMO environments can often be very tough and chaotic, requiring leaders who can navigate uncertainty” says Neil Kelly, CEO and founder of Vector, a company specializing in talent solutions for the biopharma industry.
“To succeed in this sector, you need to be able to thrive in ‘grey’ areas. Not all leaders can handle this kind of environment.”
At CDMO Live a poll of attendees indicated that leadership skills was the most significant talent-related issue that was holding their company back from achieving growth.
“Strong leadership is critical in any organization, but it’s especially vital in the fast-paced and complex world of CDMOs.” says Neil, speaking on the PharmaSource podcast.
“Whether you’re building a strategic plan or a people plan, having the right leadership in place at the right time and at the right level of the organization is essential.”
“Effective leadership in CDMOs demands a systematic approach and the ability to handle rapid changes and crises without losing sight of long-term goals. Leaders need to ensure psychological safety and stability for their teams, which promotes a diverse and inclusive environment.”
“In times of significant change, leaders need to ask why they want to make changes and what drives these initiatives. Developing a talent plan based on these fundamental questions creates a competitive advantage. “
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Adapting to the contract manufacturing sector
Transitioning from operating withing Big Pharma to the CDMO sector can be challenging due to cultural differences, says Neil.
“In Big Pharma, a scientist might work on one molecule for three years, whereas in a CDMO, they might handle five molecules in the same period. This environment requires strong learning agility and the ability to absorb information quickly.”
Training can help employees avoid the lengthy trial-and-error learning process.
Vector have recently launched a new training product to speed-up the onboarding process, ensuring consistency in competence levels across global sites. The aim is to helps new hires integrate smoothly and perform effectively from the start.
“Most development programs benefit only a small percentage of the workforce. One impactful initiative is frontline leadership training, capturing leaders early in their careers rather than waiting until they reach higher levels. This approach ensures we are not trying to train people 20 years into their careers. We also focus on making new hires culturally aware of the CDMO environment, providing training to help them adapt quickly. This accelerates their integration and ensures they are equipped with the necessary skills from the start.
Neil also advises candidates to seek diverse project experiences and international assignments to build their adaptability. Cultural diversity and the richness of their background are key attributed when selecting talent for a CDMO.
Creating a diverse pipeline of talent
The lack of gender diversity at the CEO level is impacting innovation, says Neil.
“Some CDMO companies are making strides in fostering diversity at all levels, which leads to noticeable innovation. However, the majority of CEO roles are still held by men. “
“To address this, intentional succession planning is crucial. Companies must ensure equal opportunities and accessibility for female leaders. Promisingly, many female CEOs are emerging from smaller, innovative companies. Creating a pipeline to integrate these leaders into the CDMO industry would be beneficial for the entire sector.”
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