Your company has a team of more than 21,000 people, 87% of whom have a scientific background. What is the main achievement of Pharmaron’s commitment to the continuous training and development of its scientific team?
Pharmaron is a science-driven organization, and science has been at the heart of our values since our founding over 20 years ago. We believe science is a continuous process of evolution, and that’s why we are early adopters of new technologies and modalities globally.
Training is not a luxury for us—it’s a necessity. We invest heavily in developing our scientists and operational teams to ensure they achieve excellence. In China, we even have our own university and sponsor scientists across the country that later on join our organization.
In the UK and the US, we collaborate closely with universities and public institutions to provide PhD students with industrial placements, creating a pathway for them to transition into long-term careers at Pharmaron. This commitment to education and innovation ensures we remain at the forefront of scientific progress
Pharmaron has evolved significantly since its early days offering medicinal chemistry services. Today, we are a global, multimodality organization with more than 21 sites worldwide.
Our CDMO services span the UK, US, and China, covering a wide range of modalities—from small molecules and peptides to ADCs and large molecules—supporting projects from discovery through to commercial manufacturing.
We’ve grown alongside our partners, becoming a true one-stop platform that can accompany them throughout the entire journey from discovery to commercialization. Our goal is to deliver excellence at every stage
That’s a great question. Based on the acronyms widely used in the industry today, Pharmaron is a CRDMO—combining the capabilities of a CRO and a CDMO across multiple modalities and services, including drug substance and drug product.
Our platform is truly global, giving clients the flexibility to colocate projects in multiple regions or keep them within a single geographical location, depending on their preferences.
This is a key differentiator for Pharmaron. While many organizations focus on one specific service, we provide integrated solutions across all stages of drug discovery, development, and commercialization. This breadth of capability is highly valued by clients, especially in the fast-paced and rapidly evolving biotech and pharmaceutical environment.
I may be a little biased because my work is heavily focused on CMC drug substance, but this is where I’ve seen the most significant changes. To be a truly global organization, we need to embrace what we call the ‘One Pharmaron’ spirit—encouraging scientists to continuously share knowledge, experiences, and success stories so we can improve every day.
A few examples stand out. For instance, we developed strong internal expertise in flow chemistry in China, and that know-how is now being shared across the organization. We’ve also made great progress in tech transfer between sites and across different phases, incorporating input from all teams.
Tech transfer, especially during scale-up phases, can be a tense moment for clients. Staying one step ahead by conducting manufacturing assessments early allows us to predict and incorporate changes to de-risk the process. This proactive approach is something I’ve seen evolve significantly over the past two years and that gives me great satisfaction.
When you operate at the scale of a global organization, delivering consistently is key. At Pharmaron, our teams are well-structured by modality and service, which ensures expertise and efficiency.
One of our core beliefs is in the customer journey. We are who we are thanks to our customers, who trust us with their most asset—their science. As projects evolve, they often require involvement from multiple sites, locations, or teams. To maintain continuity and confidence, we ensure that a dedicated project leader is always in place for the client.
This commitment exists at every level: from the scientist who initiated the program and understands all ongoing activities, to the business development team, where colleagues in the DP&C department act as key account managers and serve as a consistent point of reference. This structure allows us to provide a seamless experience, even as projects grow in complexity.
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