Specialisms
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Data
We connect programmers, statisticians, data managers and data scientists with the latest opportunities across a variety of life science industries.
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Clinical
In support of some of the most innovative pharmaceutical and biotechnology companies and leading CROs, our team source professionals for stages I - IV clinical trials across Europe and the US.
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Technical Operations
From manufacturing to product development, facilities management to engineering, our team understand the skills necessary to ensure the success of a tech ops department.
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Commercial
From sales and business development through to account management, our commercial team find talent across all post-trial drug development stages.
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Technology
Many of our most longstanding partners operate in the technology sectors, from ERP/CRM to machine learning and artificial intelligence.
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Reece Harding November 2022The push for greater diversity in clinical trials and what it means for the future of patient recruitment
Recruitment problems are the single biggest cause of clinical trial delays, with around 80% of trials failing to meet their enrolment targets. These delays can result in up to $8 million of lost revenue per day for drug development companies. Experts suggest that the solution to these delays lies in the adoption of decentralised clinical trials (DCTs) and non-traditional recruitment methods, but how else will these solutions affect the future of patient recruitment in clinical trials? Greater diversity among different ethnic groups represented in clinical trials In 2020 the FDA reported that of the 297,000+ participants in clinical trials globally, 75% were white, 11% were Hispanic, and only 7% were Black. Having this disproportionate patient population means we cannot be 100% sure whether a treatment will work in all populations or what side effects might emerge in different groups. For example, symptoms of conditions such as cancer, diabetes, and heart disease, vary across different ethnic groups, so, having underrepresented demographics in these trials could lead to serious complications further down the line. However, the future is looking positive. Large organisations are working towards increasing representation of certain racial and ethnic populations in clinical trials. Earlier this year the FDA released a draft guidance document on how to improve enrolment of participants from underrepresented racial and ethnic populations, with a final document expected to be released next year. The draft outlines a proposed plan of action for clinical trial recruiters with the purpose of increasing racial and ethnic diversity. Improving representation is at the forefront of large organisation’s minds. FDA commissioner Robert M. Califf stated that “Going forward, achieving greater diversity will be a key focus throughout the FDA to facilitate the development of better treatments and better ways to fight diseases that often disproportionately impact diverse communities”. We’ll also see an increase in gender equality in trials A recent US-based study found that recruitment of women in clinical trials is low, with females only accounting for 29-34% of participants. Being inclusive to only one sex in drug development poses risks for others. For example, in one study it was reported that in over 90% of cases women experienced stronger side effects and experienced adverse drug reactions at nearly double the rate of men, so increasing sex equality in patient recruitment is critical for future clinical trials. Historically, it has been the case that clinical trial results are generalised between the sexes. So even just having a 29-34% female participant rate could be seen as a huge improvement from where we were 30 years ago. Back in 1993, women were excluded entirely from clinical trials due to concerns surrounding reproduction and also in part due to the unsubstantiated belief that fluctuations in female hormones would make women difficult to study. However, since then there have been higher rates of inclusion of women and this is only going to continue in an upward trajectory. To continue this progress and increase gender balance clinical trial recruiters will focus on reaching out to female-focused organisations and social media groups while sponsors must incorporate female voices in designing clinical trials to ensure higher participation.How are we going to see this increase in diversity?Decentralised trials Traditional clinical trials tend to discourage patient diversity, so it’s likely that we will see DCTs continue to become more commonplace. Last month Deloitte reported that offering DCTs would increase participation across all ethnicities by nearly 20%. A standout figure from their findings was that Asian respondents were 20% more willing to participate in clinical trials if they were offered DCTs. By nature, DCTs encourage patient diversity. They are designed to be remote, so… Patient populations who previously couldn’t enrol in trials due to location-specific issues now can get involved. The dropout rate will be lower. Participants are less likely to have time constraints as they can work the trials around their everyday lives. With 45% of all ethnic minority employees in the UK being given less that a week’s notice for their shifts, in comparison to 28% of white workers, having the option to do it when best suits them should increase uptake. Another of Deloitte’s reports suggest that biopharma companies are taking underrepresentation seriously with many already leveraging digital solutions and adapting protocol design to enable decentralised trials and better promote both ethnic and gender diversity. Methods of recruiting patients will change For clinical trials to reach recruitment targets and encourage a modern patient population to step forward for trials, - social media. Just searching “sign up for clinical trials” on Twitter brings up multiple studies for participants to volunteer for. In a recent study it was found that targeting potential patients for clinical trials using online methods was an effective recruitment approach and was actually superior in regard to time efficiency and cost-effectiveness in comparison to offline recruitment. Utilising social media in recruitment efforts offers a different avenue for connecting underrepresented segments of the population with research possibilities. Recruiting patients via social media means that pharma companies aren’t restricted to contacting prospective patients in traditional ways such as through a doctor or specific website. This approach will increase both diversity and enrolment into clinical trials. With the increase in the uptake of DCTs and the new methods of recruitment via social media, the future of clinical research will be more accessible, more inclusive, and diverse.
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Emma Hobbs November 2022Why expenditure in life science R&D eclipses the costs of other product phases
The research and development stage is the first and arguably most pivotal stage of any product life cycle. It is at this point (particularly in life sciences) where an upcoming project can either gain a boost and momentum, but also could be discontinued to nothing if it proves unviable or unproductive.As a result, many life science companies invest disproportionately in R&D, especially when making significant innovation in a new therapeutic area or ground-breaking research is taking place. Biopharmaceutical company, Incyte spent US$2.2 Billion on R&D in 2021, which equated to 83.10% of it’ their entire revenue. This shows the emphasis and importance placed on the R&D function. It should be noted however that whilst R&D can be the costliest element of a life science project, it is also the first stage and with only 1 in 3 projects making it past the first phase 2 clinical trials it is understandable that there is disproportionate investment initially compared to during the rest of the product development timeline. But, why?Investment in R&D will be determined by a variety of factors. With one of the leading costs being the recruitment and appointment of personnel, due to the demand for specialism and competition in the sector. As well as this, R&D expenditure is also determined by;· Anticipated lifetime global revenues from the new drug or product· Expected costs to develop the drug or product· Partnerships and collaborations with other biotechs and businesses· Pressure to innovate and meet timeline milestonesPharmaceutical and biotech companies often face greater pressure to innovate quickly and have highly successful R&D stages because of the time-limited patent protection of name-brand drugs and products.By nature of our developing science and understanding of the life science space, the industry relies and is based upon innovation. If a life science business can utilise R&D to make unique discoveries this could lead to significant profits as well as recognition, which has various benefits such as attracting top future talent. The cost of failed R&DBernard Munos, founder of InnoThink Center for Research in Biomedical Innovation says in Alzheimer’s disease alone, in the past 12 years companies have poured $18 billion into testing 211 drug candidates; 95 of those have already been abandoned.This highlights the probability of a failed R&D project being high and the fact that if companies prioritise one or a few R&D projects and they fail it could be detrimental to a company’s entire survival and future. Reasons for R&D failure and thus a project falling through can be wide ranging, however sufficient investment and quality recruitment as well as planning can alleviate this risk. An R&D failure could also refer to longer than expected timelines or more resources required than anticipated, which means competitor companies are able to get further and therefore harm the competitive nature of some findings and products / drugs.How this affects hiring for R&DAs a result of the niche skillsets required in most senior R&D roles, supply is low for candidates and demand remains high as the number of new projects increases, firms have shorter targeted milestones, and collaborations and partnerships between specialist organisations become more commonplace. An example is Oxford Biomedica’s R&D collaboration with Microsoft, using the cloud and machine learning to improve gene and cell therapy development and manufacturing. However, collaborations cannot always close this skills gap and certain roles are in high demand, this creates an extremely competitive, candidate-led market whereby companies must offer attractive packages and opportunities and develop strategies to populate their talent pipeline. Despite this being an initial high investment, firms reap the rewards of high-performing and specialised teams further down the line.Despite research and development costs, quality investment in R&D is critical for life science companies’ survival as a business, as R&D is a critical risk point at which projects can flourish or end completely, and too many failures could lead to financial crisis. R&D prioritisation can also increase a company’s competitiveness in the market, as unique products and drug discoveries will mean fresh eyes on a business and therefore more sale and future investment. As well as this commercial benefit, this is also a huge draw for future talent, so creates a USP for recruiting and helps attract the top candidates available.
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Riya Sharma November 2022The case for engaging freelancers for traditionally permanent roles
The R&D employment landscape Freelance work across all sectors and industries is under increased demand as workers opt for more flexibility and control, and employers seek a more dynamic, demand-based workforce. This is no different in the life sciences industry. There’s been an abundance of contingent work across the likes of the clinical and biometrics space for decades. The project-based nature of a clinical trial lends itself well to engaging freelancers, so roles relating to trial operations have always been viable for a career as a freelancer.Now, in areas that’re typically dominated by permanent opportunities, we’re seeing demand for freelance workers – including in the commercial, quality assurance, and research and development sectors.Recent trends in R&D have led to an increase in firms leaning on freelance workers due to shorter project lengths, this is a result of biotech collaborations decreasing traditional timelines as well as advancements in AI and machine learning creating different methods of discovery and ways of working. Freelance work in action Many biotechs and R&D functions have already adopted this HR strategy. One example is Nimbus Therapeutics, where 25 permanent employees brought a pipeline of 5 programs forward due to the assistance of 150+ freelance consultants (Head of Regulatory Affairs, Head of C\MC, Head of Stats & Programming, Head of HR) and dozens of scientists at expert CRO collaborators.This exemplifies the benefit of utilising freelance staff to shorten timelines and bring in specialist skills to complete unique projects. Attractive to more talentAs well as advancements in AI and machine learning accelerating timelines, general technological developments allow for full effective remote working possibilities, so staff can be brought in temporarily from abroad or remote areas to work on an R&D project without having to fully commit to a location. This flexibility allows companies to be available to more talent and not appearing inflexible only offering permanent positions. The ability to attract a larger pool of people when recruiting for the R&D team means more choice of high-quality candidates. Innovation potentialA key benefit of freelancers is the ability to bring on board staff with a high variety of experience within different companies, thus bringing in specialist knowledge and understanding of unique ways of working and streamlining the R&D process. This can be seen as a new injection of innovation, where there is the risk with permanent employees that similar approaches will continue to be used and unchanged. On the other hand, whilst new blood in a business can generate growth and change, there are also many benefits to consistent permanent staff who can establish a strong culture. These often softer and overlooked elements of human resource management can be pivotal of R&D businesses and functions when they are pushing for a project timeline or breakthrough, especially against competition. Employee loyalty is hard to gain from freelancers as they understand the temporary nature of their role and place in the team. Pipeline planningFreelance staff allow managers to use precise planning of the R&D pipeline and timelines. Knowing the projects that are coming up and being able to specifically plan the skill sets that are required can provide a competitive edge. This can also prove to be more cost effective than having permanent staff which may not be able to pivot between projects, as freelancers can be employed just for the fixed term they are needed for. One potential issue that must be considered is, if a timeline overruns or complexities arise, freelancers could come to the end of the agreed term and have to leave. ConclusionDespite the industry trend going towards freelancers in R&D and the various benefits that come from it, there certainly is still a place for permanent roles in the R&D space. In particular, permanent leadership roles are still desired, as having a consistent figure in position to establish a culture, structure and management can streamline the process of using freelancers.
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James Sheehan November 20224 reasons you're struggling to hire for your start-up venture
According to CB Insights, one of the biggest reasons start-ups fail is because they don’t have the right team. The problem is that compared to larger enterprises, hiring into a start-up is a lot more difficult, with it being the third largest challenge reported by start-up founders. So, what is it about hiring as a start-up that makes it so difficult, and how can it be overcome? Time If you are the founder of a start-up or amongst the earliest appointed leadership team, it’s likely that you’ll have a to-do list as long as your arm. The phrase “wear many hats” springs to mind. You’re going to be focused on developing and executing your business plan, mission, and vision, organising and securing further funding rounds, and ensuring that all processes have the correct foundations in place to give your start-up the best chance for success. It can seem like a lot for any one person to oversee, and while hiring talent is essential to alleviating this pressure and achieving your primary business goals, you’ll have limited time available to plan your people architecture strategy, source talent, attract them into your organisation, and ensure they’re onboarded at the right time to achieve your milestones. Hiring is time consuming, and you probably don’t have a lot of time to spare. You will need to agree the role and spec, create the job description, advertise the role, source potential candidates, organise interviews, onboard successful hires; it’s a process that takes up to 6 months on average for a newly established start-up. It’s time you likely don’t have given other business pressures. While it is easier said than done, you need to look at the long-term impact of hiring and invest appropriate resource as early as possible. Whether it’s appointing a talent acquisition lead early on or leaning on support from a consultancy or agency, you’ll be positioning your business with the best chance for success and giving yourself the best shot of accessing talent as speedily as you need to. However, take this advice with a pinch of salt. Do not hire for the sake of hiring – you don’t want a case of right person, wrong time. Before you start the recruitment process, look at your business plan and identify when it’s critical for you to have these hires and schedule time to hire around this period. The last thing you want as a start-up venture is to invest time into the hiring process for the employee to leave because your business goals doesn’t require them at that time. Timing is key. Reputation When considering a role, potential candidates want to feel like they can identify with who you are as a business; what you stand for, what your purpose is, what it really means to be a member of the team. The question is, how do you create a clear employer brand identity for your start-up when no one on the market has heard of you? Start by establishing a digital presence to communicate your EVP. A website and a LinkedIn company page for your business might sound like the basics, but are the ideal channels to be able to communicate who you are and demonstrate your mission, values, and culture. It’s expected that every business will have an online presence, and 37% of candidates say they wouldn’t consider a role if they can’t find any information on the company, so it’s a vital stage in your talent acquisition strategy. Alongside this, the founder and all other business leaders should start focusing on personal branding and LinkedIn is the best tool to do this. People buy from people, so focus on spreading your message across a balance of personal channels and corporate accounts. The type of candidate that is going to be considering a start-up over a major corporate are going to want to know who the faces are behind the business, so you are more likely to have an impact and resonate with your target audience with a strategy like this. Take time to present yourselves as the faces of the company, and focus on the message you want to share to encourage candidate buy-in. Start sharing content that both aligns with you and your start-up’s identity on your personal LinkedIn. When potential hires are researching your start-up, they’ll get a stronger idea of who you are and the values the firm is built on, and you’ll be able to attract likeminded people. Competition People often assume that big corporations have more attractive offerings than start-ups when it comes to hiring. Yes, big corporations tend to have the stability, a stronger cashflow, and the ability to put together enticing offers, but there is a wealth of opportunity in start-ups that you as a leader can showcase when looking for potential hires. Start-ups can be really appealing to those who are looking to make a big impact as •It’s an environment where nothing is really written in stone •There’s the opportunity to make your mark and lead from the front While larger corporations tend to be very rigid and regimented, start-ups often have flexibility and potential at their core. The monetary benefits and how much is on the table isn’t a motivator for the entirety of the talent market, so focus on what you can offer that big firms can’t.Perceived risk In comparison to an established corporation, joining a start-up is usually seen as a riskier career move. Your potential hires may be in other processes, potentially with large corporations, and security is likely a factor they’ll consider when it comes to choice of employer. So, when having those initial conversations and interviewing candidates, transparency about the direction of your business, journey so far, even any struggles you’ve faced and overcome to date will all help build confidence in your ability as leadership and as a viable venture. Explain to your potential hire the need you think your start-up venture will be fulfilling, talk about your pipeline potential, give them a run through of your leadership team and why you think they are the best people to hit your goals, and be straightforward with how you are being funded. Sell with your honesty and get the candidates onside; people like to be in the know when it comes to these things and will likely be more at ease about potential risk. James Sheehan is an expert in the life science staffing sector. For support in strengthening your start-up venture, connect with him here.
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Clinical
Mason Hewitt October 2022The move towards decentralised trials and its impact on clinical sector roles
Difficulty in reaching target patient populations. High drop-out rates from trial participants due to inconvenience. Escalating site costs. These are a few of the existing difficulties of conducting traditional, on-site trials that have spurred the push for digitisation. But new process brings new remits, and decentralised trials (DCTs) become more commonplace, we could see quite a dramatic shake-up in clinical role requirements that have been standardised for decades. What changes are we seeing in trials? Traditionally, for a clinical trial to progress, all those associated with the trial from staff through to patients have had to be present on a trial site. Whilst the tech that enables remote trials to take place has been around for years, the life sciences industry has been slow to embrace it, and firms running trials have been diffident when it comes to disruption. They can’t be wholly blamed, though – the regulatory hoops a company has to jump through can make trialling new initiatives a huge drain on resource, so the life science industry as a whole has always remained a few steps behind when it comes to digital innovation. That was until a couple of years ago, when most trials were halted and the ability for healthcare professionals, clinical operations personnel, and patient populations to be present on trial sites was hampered. For clinical trials to continue in any type of lockdown or societal restriction, a major shakeup needed to be introduced that allowed for patient monitoring, data sharing, and other study protocols to be executed remotely – so the need for decentralised trials was amplified. It was something that had been in play for about a decade, mainly by major pharma players. In 2021, Pfizer took the first step towards decentralization by conducting a world-first fully ‘virtual’ trial. It allowed patients to use mobile and web-based tech to monitor and input their own trial data without the need for on-site visits or in-person HCP visits. It doesn’t sound ground-breaking from a technical standpoint, but the pilot was only able to take place after the FDA reviewed the initiative and gave it the go-ahead. Now, telemedicine, digital healthcare interfaces, wearables, and other technology has meant more trials can take place either completely remotely, or in a hybrid remote/on-site capacity – and it’s more than just the major players that are acute to their benefits. The appeal of taking things off-site Decentralisation isn’t just a flash in the pan. The knock-on effect of the pandemic might’ve pushed us towards it, but now that we’re out of the other side it doesn’t necessarily mean a return to traditional trial methods. The benefits of operating a fully or partially remote operation have been explored since that very first Pfizer trial, and unsurprisingly, the patient-centric approach has had a positive impact on clinical outcomes. Fewer brick-and-mortar trial sites mean there’s less need for patients to travel to and from locations in order to have their progress monitored, so a wider patient population can be reached under more convenient terms. Some of the benefits of decentralisation that are being noted include: •Reduced trial drop-out rates •Better patient recruitment efforts •More diversity in trial participants •Improved communication between participants and HCPs •Fewer costs associated with running sites In a fully remote trial, all aspects of monitoring and data collection happen without the need for in-person contact between the study team and the patient population. Most trial operators with access to tech that enables decentralisation are currently operating a hybrid model rather than a fully decentralised model, so some in-person activity is still required. Fully decentralised vs hybrid trials The most widely accepted definition of a fully-decentralised trial is one that takes place from inception to close-out without a central location, trial site, and with no face-to-face interaction between patients and study staff. All other trials that use some remote processes are considered a hybrid trial, for which there’s no strict definition. This is the more common of the two, and most trials today would fall into this category due to them being tech-enabled in one way or another.They might use tech to aid communication between monitoring staff and patient populations, or use cloud-enabled data sharing services to pass on trial information between sites, or offer portals or wearable devices for patients to input and monitor their own data remotely – but they also may have a main trial site for operations and logistics that aren’t ready, or suitable, for a fully-remote setup. Challenges of trial decentralisation While the benefits pushing sponsors and service providers toward decentralised and hybrid trial models are clear, there are issues that the model raises, and some scepticism about the viability of remote trials across the board. There are still uncertainties in technology, logistics, and approach that need to be overcome before trials are conducted totally off-site. Adapting to different indications A decentralised trial naturally lends itself to certain therapy areas over others. Take oncology; although it’s the most studied indication globally, it’s only the fifth most researched therapy area for DCTs. Trial design has to be dictated by the ability to collect quality, usable data from the patient as effectively as possible. This means indications where there’s the potential for data integrity to be lost when conducted remotely, may always need to have an on-site element. Navigating regulatory barriers The use of digital technology to facilitate trials has been discussed in guidance outlined by most global healthcare regulators, but remains a relatively new discussion topic. Tech enablement remains an emerging practice, so sponsors can expect existing regulation to change or for new regulation to be introduced. Trials that take place across multiple geographies also face potential nuances in guidance, so monitoring, consent, home visits, and data integrity will all need to be considered in line with local regulations. Accessibility Where the design of DCTs increases accessibility for some patient populations, such as those who are inconvenienced by having to fit visits around their lives, it can negatively impact trial accessibility for others. People differ in their comfort when it comes to home visits, and some populations are less at ease with some of the technology used to facilitate decentralised trials. This makes data collection tough when it comes to those patient populations, who may be more inclined to take part in a trial in a more traditional, clinical setting. Internal process changes When undergoing digital transformation in any setting you’re going to face some common challenges. Technology roll-out, managing scepticism within teams, encouraging widespread adoption, navigating operational changes for the first time – these barriers are faced across the board, and trial design is no different. A lot of this is cultural, and can be navigated with a strong leadership team with good performance management expertise.What does this mean for those in clinical trial roles? Critical review activities that are undertaken by CRAs and other clinical trial specialists over the trial period still must take place in a hybrid or completely decentralised trial. It was something those in the clinical operations space had to adapt to during the pandemic, when global regulatory bodies began accepting remote monitoring and documenting of site activities as valid in a trial setting. But until now proper infrastructure has been lacking, so going forward we can expect more formalised processes to be put in place to enable those in traditionally on-site trial roles to fully adapt to remote work. This is likely to include resource and support from sponsors to aid the transition to a digital setting as well as retraining on any new processes and systems. It could prove a selling point to those looking to enter the industry, too, who may not have been drawn to hands-on trial roles due to the fact they are primarily on-site. Work benefits that promote work-life balance, such as flexibility and remote working, can now be offered to those in roles they were previously unsuitable for.
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Riya Sharma October 2022Four major developments in life science R&D to look out for in 2023
As arguably the most pivotal stage in the product and pharmaceutical development cycle, it’s no surprise that research and development remains a constantly evolving discipline.In the last few years, the R&D sector has benefited from the widespread adoption of technology that has improved processes across the board, and the entire industry is in the public spotlight now more than ever. With development time, cost, and market access all regularly discussed in the public forum, companies are constantly looking at initiatives to enhance and improve processes – and the earliest phase in the development cycle is a prime spot to focus those initiatives.As the sector progresses, new obstacles and opportunities present themselves. Based on the direction we know the sector is traveling in, here are the major areas that companies in the research and development space will be focusing on in 2023 and beyond.Increase in R&D FundingVenture capital activity and investment, particularly in the US, has accelerated in the past two years as interest in the life sciences market strengthened. More than 2,000 deals amounting to over $47b in value took place in 2021, and the 15 largest pharmaceutical companies invested a record $133 billion in R&D expenditure - an increase of 44% since 2016. This is very encouraging from a growth and resource point of view. If the trend is to continue, we’re likely to see funding amounts push further into the billions globally, more R&D-focused start-ups establishing themselves, and more large-scale acquisitions and buyouts.It should be considered that a large proportion of this funding is utilised for people resources. A surge in investment will result in an employment increase in the R&D space, creating opportunity for those working within the sector, but leaving top talent in greater demand. Improving success rate and shortening timelines through collaborationPreviously, much-needed products and pharmaceuticals have been held stagnant due to the FDA’s long process of approvals. However, tech applications are already improving drug discovery and testing speeds and enabling products to pass through all the stages more quickly. One of the most effective trends and processes that’s accelerated developments and reduced timelines is collaborations and partnerships. Smaller research and development teams benefit massively from collaboration with larger corporations, not only from a resource sharing point of view, but also by gaining visibility through association with a major industry name. We experienced a good example of this in the development of the University of Oxford - AstraZeneca Covid-19 vaccine. This partnership was a major reason the traditional development timeline of 10+ years was cut by more than 90%, with the vaccine reaching the public in a year. This was also driven by public need, but illustrates the potential when collaborating with other institutions. Oxford University had the technology and development expertise, AstraZeneca had the funding and resources to deliver a global vaccine programme at significant speed.Partnerships not only speed up process due to enhanced resources, but they also have potential to increase the general exposure a product or drug gets, especially in cases where the partnership becomes international. Big names can help support smaller companies further down the development chain too, such as with clinical trial resource, manufacturing support, and market access or commercial strategy. The shift to personalised medicineAnother emerging trend is the rise of personalised and highly niche medicines. This wave of innovation, which inherently starts with the R&D function, is focused on smaller patient populations and personalised outcomes, and leads to a more diverse and fragmented R&D portfolio.More data has been created in the last two years than in the previous history of the human race.AstraZenecaThere is more data about people, their habits and their health than ever before - 90% of all recorded human data has been captured in the last two years. This data allows for R&D functions to target specific segments of the population for new treatments or to tailor existing products, increasing the efficacy rates and use of existing drugs within the population.Personalised medicine is seen to be one answer to further supporting the rare and orphan disease patient population, where drugs are rarely seen through to commercialisation, often due to limitations in patient data and financial risks involved in developing drugs for small patient populations.For a personalised medicine strategy to be fully realised, it requires R&D professionals with a deep knowledge of their therapy area (TA) compared to the more generalist knowledge you might acquire when moving between roles and TAs. Firms in this space might require niche TA experience right through to director and leadership level, too, whereas in a larger, more generalist firm it only be required for those in a hands-on scientific role.Adoption of AI, machine learning and other technologies in R&DRemote monitoring and remote visits were top strategies for keeping clinical trials open during the pandemic, and the push for decentralisation and adoption of tech has rippled throughout the drug and product development cycle.AI and machine learning is evolving the way life science companies approach drug discovery and product development. Using data to intelligently predict and model scientific outcomes enables rapid and low-cost research to take place, with a high degree of accuracy. This saves time, money, reduces many of the risks typically associated with failure at the drug discovery phase, and increases the likelihood of efficacy. However, whilst new technology has grown exponentially, the skills gap has increased as firms are finding it more difficult to find senior candidates with the necessary experience, creating a highly competitive environment for talent acquisition.Whilst more tech-leaning jobs are opening up in the life science sector, demand still outweighs supply when it comes to technically versed life science talent. Remedying this could involve channelling investment into upskilling existing employees; a tactic that may pay off in the long-term but could be at the detriment of companies in remaining competitive in the short term. Looking forward Ground-breaking partnerships, adoption of AI and technology, increases in investment and the move to personalised medicine suggests that there will be more projects being conducted and an increase in demand for jobs. This is where a biotech could experience a significant advantage if it has people with a complementary skill set to the changes being experienced in the field, however it could also cause challenges to arise which will need to be carefully managed. It is a dynamic and interesting time for both life science companies and candidates and this is expected to accelerate in 2023 and beyond.
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Darren O'Connor October 2022Why a wave of biotechs are setting up in Watertown, Massachusetts
A little further downriver from Boston's central life sciences hub sits the city of Watertown, Massachusetts, which is following in the footsteps of its larger neighbouring cities of Cambridge and Boston and is swiftly becoming a home for innovative biotechs. This comes as several life science giants as well as newer start-up ventures have announced investments and new site developments in the area. But what is it about the city that makes it the ideal biotech hotspot?Why Watertown?Massachusetts has the highest concentration of biotech jobs in the whole of the US, and more than 113,000 life science professionals call the state home. Watertown’s rise has been driven largely by the need for expansion out of Boston’s city walls, due to the saturation of Biotech companies leaving little physical space available for new infrastructure.It has similarities to when Cambridge began establishing its own biotech cluster; businesses were looking for space to set up shop close to an area already buzzing with life science innovation. The expansion comes with other benefits for firms, too - Watertown boasts significantly lower rental and land costs than that of Boston, whilst still being accessible for the talent pool there. The area lends itself particularly well to firms looking to onboard junior talent, with Massachusetts’ impressive educational institutions in fairly close proximity, and the lower cost of living being a potential draw for those straight out of academia.Big names setting up in Watertown Significant investment has and continues to be made in Watertown. Landmark Bio began construction of a 40,000 ft2 manufacturing facility at the end of 2021, a facility that will house multiple manufacturing and development spaces under one roof. Among other institutions, it’s set to be used by MIT faculty’s research of advanced cell-based and RNA-based therapies for diseases such as cancer. Landmark Bio’s mission is to serve as a forum for workforce development to workers in Massachusetts, with Watertown as the epicentre. Another biotech now based in Watertown is Affini-T Therapeutics, which has received significant investment this year to accelerate their work in the cell therapy space. The $175m raised in Series A funding will be used to support their manufacturing infrastructure in Watertown.FORMA Therapeutics, another high-profile, Watertown-based biotech is currently in the process of being acquired by the giant Novo Nordisk for an estimated $1.1bn. This will again enhance FORMA’s potential to develop in Watertown. What this means for those working in biotechThe expansion of Boston's biotech scene into areas like Watertown further cement this area of the country as the place to be for candidates. This is a pivotal time for experienced and early-stage professionals who are looking to base themselves within a well-connected and promising area, and be in a position where professional opportunity is rife and diverse."[Watertown] is quickly becoming a dynamic and flourishing biotech community. Watertown is an ideal location in that it's centrally located and has a great urban feel with fantastic amenities"Gerhard Koenig, President and CEO of Arkuda TherapeuticsUndoubtedly, central Boston remains the central hub for life sciences, but as a candidate, you no longer need to choose between basing yourself in the city to be close to work or living more rurally and commuting in. Instead, as opportunity like this keeps opening in more rural areas, you have greater flexibility about where you choose to live and work. From a relocation perspective, this is a great chance to be in the biggest biotech state in the US, without paying the prices of the big city of Boston and still being a 15-minute drive from the centre. Watertown is an ever-progressing city which will be home to breakthrough research and eventually some of the highest calibre of life science talent in the world.
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Jacob Perrett September 2022When is the right time to approach a candidate for a role? 6 signs that someone could be open to new opportunities
There are many reasons a candidate may choose to leave their current job in search of a new one. Some will make it public knowledge that they are job hunting, others will be a bit more secretive about their desire to jump ship – but there are signals that might inform when a candidate could be open to a conversation, even when they’re not advertising their availability.There are methods of uncovering prospective candidates and offering opportunities to those who may not be ‘on the market’, as such, but would be open to hearing about new positions. It takes a bit of knowledge on the state of the market and on candidate behaviours, but if there’s reason to believe that they’d be on board, then there’s nothing to lose by pursuing them.There’s a pattern in their job history A good indicator that a candidate may be interested in a new role is by looking at their past employment habits. If they have a track record of changing jobs every couple of years and they’re coming towards that time frame, then you can expect a greater chance of getting a response when approached.On average, US employees leave their job after 4.2 years and 33% of new hires quit within just 6 months. As a result, it shouldn’t take much convincing for them if there’s something better on the table. By looking at these trends, you can determine if a candidate is ready for that next step. There’s big news surrounding their company Whether this is finance-related, performance problems, commercial issues, or a major trial or manufacturing hurdle; something within the business that leads it to be pushed into the public eye could be a reason for employees to look to move elsewhere.In the life sciences industry, we benefit from the fact many firms are obliged to transparency when it comes to the success of their ventures. So, if a candidate is working at a start-up which has missed a major milestone or their product isn’t performing, those within the business may be looking to greener pastures to be involved with projects that are on a better trajectory.It’s a harsh reality, but it’s not called the war for talent for nothing!A merger or acquisition has been announcedPeople are naturally more susceptible to changes in role when major shifts happen in their company. Candidates might join a smaller company when a larger firm takes them over, if the appeal of joining that company in the first place was to do with culture that would be lost within a larger firm.When M&A activity takes it can cause a lot of uncertainty for employees within the organisation, especially in cases where physical offices may be closing or relocating.On top of this, there may be culture clashes with the new business. This can be incredibly off putting for those passionate about the company policies or who joined because of the ‘start-up’ appeal. Some candidates will have frustrations or concerns, so it is a good time to reach out if you’d be hiring from the affected talent pool. There’s a change in leadership or a restructureAppointment of a new CEO, a major board reshuffle, or other senior-level restructures might trigger a candidate to want to look elsewhere. This could be because they’re wary of a new leadership style, or because they had existing relationships with people that were impacted. Moreover, the restructure my have impacted departments closely related to their role and so they may be concerned for their own job security.There’s an upcoming seasonal recruitment trendA good time to reach out is often during the summer. Whilst the first 6 months are typically considered the best time for hires, you shouldn’t rule out the rest of the year.Surprisingly, the holidays can be the perfect time to get in touch with candidates as they’re likely to have more time on their hands and competition shouldn’t be as intense. Given that most employees quit their job in August (almost 3% of US workforce in 2021), it’s essential to do your research around July to get them interested before fully approaching. In simple terms, be proactive but not intrusive. Get your foot in the door and then let them make the next move. You’ve come across them before Although it’s important to branch out, you shouldn’t overlook those already in your ATS – if you have one.As executive search consultants, we make sure we keep a tidy database of everyone we’ve contacted about roles. It allows us to nurture candidates that aren’t quite ready to move yet, so we’re at the forefront of their minds when they are. Some of the best candidates could be people you may have engaged with previously or had mutual connections with. Most candidates we end up placing are re-engaged after initial outreach months prior. It’s a long game, so don’t take a ‘no’ as ‘never’.When you’re re-connecting with candidates, you will also have a better understanding of their intentions and hopefully be able to approach them with an offer that appeals to them more.There’s a large pool of talent to explore within life sciences and many people will be willing to talk if there’s a good enough offer on the table – but understanding these points will help you have an even more competitive edge.With job vacancies on the rise (an estimated 3.5 million STEM roles by 2025 in the US), it’s crucial to get the right people on board, however, you shouldn’t rush into this. A good way to approach a passive candidate is to assess their situation and really figure out if they would be interested before making a move.
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George Kyriacou August 2022Feeling stagnant in your QA role? Here’s why you should consider a freelance career
Most people start their quality assurance career in a permanent position. Traditional attitudes toward work suggests permanent employment offers a higher level of job security, a greater chance at career progression, and more job opportunities – but that’s not necessarily the case anymore. A rise in remote work and decentralised project teams has decreased the candidate market so much so that employers are flat-out battling for perm staff. Major staffing struggles brought on by a shift in attitudes towards work mean companies are now looking to freelancers to keep their projects on track. The viability of a contract vs a perm career is levelling out, so now is a great time to make the jump to becoming freelance. Here are a few reasons why. Freedom of choice Freelancing offers a choose-your-own-adventure career path. You get to work on the projects that excite you most, with the companies you align with, and you’re not dictated by the avenues your employer wants to go down. We work with many of the same contractors year-after-year, ones that have a diversified client portfolio and several projects under their belt. Within a few years as a contractor you start to understand the types of projects and companies you enjoy working, and once you’ve built a bit of a reputation you have the freedom to pursue only those. Variation Usually, senior contractors are brought in for a specific project or because something is happening within the company. In many cases there will be an upcoming FDA inspection, or maternity cover, or someone has left and they need to find a replacement quickly. The role a contractor takes on is never the same and this can be a really enticing opportunity for some. Variation also comes into play when a contract comes to an end. At this point, a contractor can try a new company and have different responsibilities, something permanent employees do not have and would need to move jobs four or five times to experience. Flexibility Without an external employment structure, you’re able to accept work where you like, take holidays between contracts, and allow yourself more freedom than perm employment typically allows. Factoring in what you can afford is key, as you do lose statutory benefits like annual leave when you’re freelancing. But we’ve seen senior-level contractors take breaks lasting up to six months between projects – a level of flexibility you just don’t get in perm employment. Financial gain Contractors are convenient, don’t cost companies money in benefits, tax, or pension contributions, and are seen as a solution to progressing projects quickly. So, firms expect to pay a premium for that. On the whole, contractors receive a higher rate of pay than permanent employees in comparable roles, especially when it comes to quality assurance. We’ve seen QA contractors receive up to €250 per hour, while a perm employee could be making close to half with a similar level of experience. Moving into a contract-based role does have its benefits, but the decision should be approached carefully. Most QA contractors have a decent amount of permanent-based experience behind them before jumping into the QA contract world. So how do you know when to make the jump?Company loyalty You need to have been in the “perm game” for a while. It’s the only way to have obtained the variety of skills necessary to perform well and succeed in your new contract role. Your CV needs to show that you have demonstrated company loyalty at some point during your career. This might sound contradictory; why should loyalty matter when you’re moving into a contract position? But, having this on your CV will show that you’ve previously built up a good understanding of a company’s best practice and protocols, which shows to a prospective client that you’ll be able to do the same in your freelance work. Technical knowledge Demonstrating a variety of technical knowledge that is relevant to QA will be key when it comes to making the shift to contract work. Being specialised is good when you are staying in one position, but when moving into contract work a broad technical knowledge is essential for increasing your chances of being hired for projects and consistently being awarded work. Location To work in contract QA you need to be comfortable with the potential of moving location frequently. Often in QA contract roles the contractor will need to be on-site, and when you’re working short term contracts this could see you moving around regularly. Some of the contractors we work with jump from country-to-country with their work, staying in a new area for just a few months at a time on a project. If you’re planning on rooting-down somewhere you should consider the amount of freelance work available locally to you before deciding on a contract career. Deciding when to make the jump into contract work can be a tough decision. If you’re looking to make the switch from permanent to contract, please contact me here and let’s discuss the process together. George Kyriacou is an expert in the contract, QA, and life science staffing sector. For support in strengthening these divisions within your organisation, connect with him here.
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TeamSEC
Gabriella Boxall July 20226 Tips for entry-level recruitment roles: How to stand out when applying
On average, companies will receive over 80 applications per job vacancy, with some top employers seeing over 650 CVs per role. It’s therefore important to differentiate and stand out amongst others going for the role. So, how should you go about this? Do your research before rushing in Whilst it’s not essential to have any prior experience in recruitment for an entry-level position, it’s important to have a good understanding of the industry. Along with this, you should research the specific sector that you’re going into. In our case, educate yourself on the life sciences industry and try to get as much knowledge under your belt as you can. Moreover, do some research into who’s going to be interviewing you. There’s nothing wrong with a little LinkedIn stalk to find out a bit about their role and responsibilities within the business. This will give you some good insight and help you prepare the relevant questions to ask at the end. Proof-read, Proof-read, Proof-read Did you know that around 60% of employers will reject a candidate’s application due to poor grammar alone? Given the average recruiter spends just 7.4 seconds reading a CV before making a decision, it’s crucial to make your writing as concise and engaging as possible. Ideally, this should be no more than 2 pages long, including a cover letter and only the most relevant information such as past jobs and qualifications. Stick to a simple layout which doesn’t distract the reader and make sure to update all contact details. Finally, read through your application at least 3 times and ask someone else to check for any spelling or grammar mistakes before submitting. Stand by your words Although it’s easy to sugar-coat most things in your CV, don’t shoot yourself in the foot. Of course, you should mention all the different attributes and skills that you could bring to recruitment, but don’t blatantly lie in your application. And be prepared to back up your claims, too - there’s no point in writing about how good you are with people if you can’t demonstrate this in the interview. Don’t oversell yourself unless you’re going to commit! Make the most of your free time We all have hobbies outside of work, and 9 times out of 10 potential employers will ask what you get up to in your spare time. Do you have any interests? Are you part of a sports team? How did you get into that? This is a great talking point in your interview, but your interviewer is also looking for potential skills you might use at work, like collaboration. If you’re actively involved with a club or you have an interest beyond the office, then employers will be able to see what motivates and drives you - a key indicator of your work ethic. This also shows a level of productivity, so you might not want to admit that all you do it stay inside watching Netflix! Show your passion To be a successful candidate for recruitment, you need to show initiative and a real sense of passion for the job. Moreover, because experience isn’t necessary for an entry-level role, it’s important to prove your willingness and enthusiasm about working in a sales environment in both your application and interview. Be open to learning new things and listen to all feedback that comes your way. Finally, ask yourself whyWhy did you apply for this role in the first place? Why life sciences in particular? The last thing an employer wants is a brilliant CV but a terrible interview in which you can’t answer the basics. Think truthfully about why you want to work in this industry and why you’re so passionate about the role. You should also take the time to look into the values and overall culture of the business to help you prepare the best possible answers.
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