Alliance & Partner Management
Programme leadership to stabilise and align complex partner ecosystems involving CROs, CMOs, CDMOs, device companies, technical suppliers and external vendors.
When critical delivery depends on partners outside your direct control
Many pharmaceutical, biotech and medtech programmes rely on external partners for critical delivery. When expectations, responsibilities or timelines are unclear, small gaps can quickly become major delivery risks.
I help organisations stabilise partner relationships, clarify deliverables, improve governance and create practical alignment across company boundaries.
Typical Situations
Partner misalignment, unclear deliverables, delayed vendor outputs, weak escalation routes, strained relationships, governance gaps or poor visibility of external dependencies.
What I Do
Clarify roles, align expectations, establish governance, strengthen escalation paths, track critical deliverables and support practical decision-making across partner organisations.
Expected Outcomes
Improved partner alignment, clearer accountability, reduced delivery risk, stronger governance and better visibility across CRO, CMO, CDMO, device and vendor activities.
Experienced across partner-dependent delivery models
My experience includes programmes involving device companies, manufacturing partners, development partners, technical suppliers, launch service providers and external vendors across pharmaceutical, biotech and medtech environments.
The focus is on making the partnership work operationally: aligning the plan, surfacing risks, resolving ambiguity and helping teams move from friction to delivery.
Is partner delivery creating programme risk?
If your programme depends on external partners and delivery confidence is slipping, I can help restore alignment, governance and momentum.
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