For most of my career I have had people reporting to me who knew their area better than I did. That is not something I have tried to avoid. It is what I want. This is about what your job actually becomes when you are not the expert in the room.

A commercial launch gets planned down to the day, sometimes the hour, all sequenced backward from the approval date. The hard part is that you commit real money and real decisions before you have the final answers, and sometimes the approval itself changes one of them.

Most temperature excursions I see in distribution are not excursions at all. They are artifacts of how the shipment was packed out, and everyone downstream pays for them anyway. This is about where those false alarms come from, and how to fix the process instead of hiding the signal.

You will never be your CDMO's most important customer, and pretending otherwise wastes energy. But leverage and priority are not the same thing. This is about how a small program earns a CDMO's genuine partnership, especially when the timeline is short and it matters most.

A lean operation has plenty of flexibility and almost no slack, and confusing the two is one of the quieter ways it gets into trouble. Flexibility lets you move the work around. Slack is what lets you survive the week two things go wrong at once.

COVID proved the regulatory machinery can move faster than we're told it can. Then we mostly threw the results away, reverting the changes that worked and normalizing the ones that carried hidden risk. This is about the experiment we ran and never actually read.

A drug product transfer and a drug substance transfer look like the same exercise on paper. One is largely mechanical. The other is live cells, and live cells do not read your project plan. This is about why the two should not be planned the same way.

There is a particular energy in being a team of one, right up until you hit the limit of what one person can hold. This is about what changed when I stopped being the whole function and started building a team, and why letting go turned out to be the harder skill.

Policy says pull back from China. Industry just committed $43 billion in Chinese biotech partnerships in five months. Supply chain teams are caught in the middle, planning around a landscape where the rules and the market are moving in opposite directions.

The cold chain doesn't usually fail because of a single catastrophic event. It fails at the seams. At the handoff points between partners, in the gaps where accountability is unclear, and in markets where the infrastructure isn't built to support the requirements these products demand.

64% of drug launch delays between 2019 and 2024 were caused by manufacturing issues. Biologics now represent 55% of the clinical pipeline. The industry's pipeline is getting harder to manufacture at the exact moment manufacturing is already the primary reason drugs don't make it to market on time.

Running a clinical trial across multiple countries is a fundamentally different undertaking than a domestic one, and the supply chain complexity that comes with it is one of the most consistently underestimated aspects of global clinical development.

Manufacturing is already the number one reason drugs don't get approved. And the agency responsible for evaluating that manufacturing is experiencing significant leadership turnover and staffing losses. If you're running a biotech supply chain, these two realities are on a collision course.

2026 is one of the most active years for biotech M&A in recent memory. The headlines focus on the science. What they almost never talk about is the supply chain, and what happens to it after the deal closes.

The push to bring pharmaceutical manufacturing back to the U.S. is real. But there's a significant gap between the policy conversation and the operational reality.

There's a point in the life of most biotech companies where the supply chain demands start to outpace the team's capacity. Fractional leadership fills that gap, and it's one of the most effective and underutilized models in the industry.

Every biotech that works with a contract manufacturer has a quality agreement on file. But there's a significant difference between one that protects you and one that just checks a box.

If you're at a pre-commercial biotech, standing up a formal S&OP process can feel like something you'll worry about after approval. But by the time you think you need it, you're already behind.

There's a moment in every biotech's journey when the supply chain shifts from supporting clinical development to preparing for commercial reality — and almost everything about how the organization operates needs to change with it.

Many difficult CMO relationships were set up to fail from the start — not because the CMO was bad, but because the selection process was flawed. Here's what actually matters when choosing a manufacturing partner.