Jump to content Jump to main menu Jump to sub menu

QED, an Attentive Partner

QED predominantly work with smaller to medium sized biotech and pharmaceutical companies which gives us first-hand insight into the needs of these Sponsors. QED is acutely aware that although the Biotech industry is highly innovative and is constantly evolving perhaps the traditional CRO and service provider industry that support it have not developed at the same rate.

This has resulted in a miss-match in terms of traditional CROs not necessarily being able to or in some cases choosing not to target themselves at the specific needs of Biotech.

Needs such as; most importantly giving priority to Biotech sponsors so that their studies receive the level of attention, service and importance they deserve regardless of scope; providing comprehensive full service support across multiple countries in a cost effective manner and ensuring a quality service not just focused on SOPs but in terms of the quality of the relationship, interaction, responsiveness and delivery.

QED certainly appreciate that for our Biotech sponsors it is often make or break for them with their projects so they need full commitment from us as their partner.

QED has a wealth of experience with Sponsors for whom we have rescued projects from other CROs where they had encountered challenges. In some instances this has had a real influence on the future of the biotech where we have been able to avoid disaster for the sponsor.

We are able to focus on the needs of Biotech Sponsors through:

Cost Effective, Full service, Global Coverage

Most traditional large CROs have the global coverage and service provision but this is often at a premium price due to the overheads they have to pay for having their own offices in each country. This is where QED’s partner model comes in. We operate a partnership model for outsourcing of clinical development services which draws on the local expertise and resource of our established CRO partners allowing us to provide the same global coverage as traditional CROs but in a much more cost effective and quality focused manner. This allows us to deliver studies in a highly coordinated and controlled fashion with our sponsors leveraging the benefits of working with local resource on the ground without the multiple contacts and complex communication flow and with a single contract. The bottom line being that without the significant overheads of a large traditional CRO we are cost effective but without detriment to the coverage and quality of service we offer.

Quality, Quality, Quality

Every CRO talks about quality as being their core competency and this of course goes without saying – a CRO wouldn’t last long if the quality wasn’t there however it’s how they define quality and the impetus they place on it that is the differentiator. Most will talk about quality in terms of SOPs and processes which of course are essential however we feel it is much more. As quality needs to be an intrinsic part of everything we do we drive quality through our personnel in terms of their experience, how they communicate and how they can add value to our sponsor’s projects. After all clinical research is a people industry so we recognise that the quality we can provide is directly influenced by our teams. We also ensure that the teams that we introduce to our sponsors are the individuals who will actually work on their projects. We feel it is critical to work very closely with our Biotech sponsors and become an integral part of their team to ensure the best delivery of their studies. Our teams are highly motivated as they tend to enjoy working with Biotech sponsors more as they feel more rewarded being part of a smaller team, having real input towards helping not just a compound but also a company to develop.

Prioritisation

Unfortunately although large traditional CROs are often attractive for Biotechs for their coverage and perceived experience and stability, it can often be the case that the Biotech in question isn’t the priority target for the CRO, often favouring large pharma companies. This can lead to high turnover in project team members, as CRO personnel are potentially transitioned onto other projects and generally lack of focus and commitment from the CRO due to conflicting priorities. Because we are specifically working with and actively targeting Biotech companies we approach our partnerships with them from the perspective of how we can best help support them rather than simply looking at the total financial value of the study or trying to provide a standard – untailored service which might be appropriate for large pharma sponsors but not for biotechs.