Life Science Leader Magazine Supplements

CRO Leadership Awards 2017

The vision of Life Science Leader is to help facilitate connections and foster collaborations in pharma and med device development to get more life-saving and life-improving therapies to market in an efficient manner. Connect, Collaborate, Contribute

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A full-service CRO The perspective you need. The team you deserve. Our client-focused, multi-functional teams bring a perspective that empowers you to make better decisions. And with the elimination of hand-off confusion from team to team, you can increase trial performance and reduce timelines. HOW WE DO IT… • 30+ years in business as a stable, privately held company • > 50% of our employees have been with us > 5 years • Project leaders average 11 years of industry experience • 80% of clients surveyed rated us superior or very superior to other CROs they've worked with FOLLOW US ON Twitter @rhoworld www.rhoworld.com key stakeholders who may be affected by the partnership. The partnership must continue to improve over time in order for it to continue. TAKING LESSONS FROM STRATEGIC PARTNERSHIPS In a single-source scenario — or any outsourcing rela- tionship — strong and involved governance, a shared operational model, and regular reconciliation on scope are must-haves for a healthy relationship. And all of this should be handled at the beginning of the relationship. Early on you should also provide notification of key staff transitions and shared costs for transition time above a certain level of program size. Regardless of project size, clearly describe who all the participants are and the roles of joint-operating committees (see graphic on next page), which should meet quarterly. Include the ability for the sponsor to escalate issues to an executive level within the CRO and specify who the counterparts are at each of the partners. At the onset of the relationship, determine a time- ical time to set expectations appropriately, yet it's an opportunity that is frequently rushed with limited con- sideration for both a transparent exchange and appropri- ate checks and balances that favor both parties. To avoid problems when setting strategic expectations: ▶ Create two or three deliverables for each program that are directly linked to the MSA. This helps clarify how to share risk, especially with change orders, quality issues, and staff transitions. ▶ Implement a fixed-price program approach. This will contain the scope creep that can threaten to derail early programs and sour the relationship. ▶ Determine the goals of the partnership and communi- cate them. Don't assume that efficiencies in time, cost, and quality will all be achievable. There is always a tradeoff, and it is imperative to imple- ment a shared-operational model. ▶ Agree upon customer-service metrics. Partner-health performance metrics must be decided upon for LIFESCIENCELEADER.COM THE CRO LEADERSHIP AWARDS 2017 17

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