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Technology Transfer Series

The Human Factor: Creating Good Vibes on Both Sides

A person handing a tube to another person

Tech transfer is often simply described as the transfer of a body of knowledge, including methods, specifications, and batch records. Yet anyone who has lived through a real pharmaceutical tech transfer knows that success is determined largely by the people involved, not just the documents. Even the most robust analytical package or well-defined manufacturing process can stumble if communication falters, expectations misalign, or organizational cultures collide.

At Lifecore, the human factor is a core element of the tech transfer process, not an afterthought. As Amanda Parker, Head of Program Management, puts it, “The human factor starts at the initiation of the process.” Every sponsor arrives with a unique mix of experiences, pressures, constraints, communication styles, and cultural expectations. Recognizing these differences and tailoring the approach is a hallmark of Lifecore’s transfer philosophy.
“We aim to understand who our clients are, how they work, and what they need,” Parker says. “That collaboration sets the tone for the tech transfer process and everything downstream.”
In an industry defined by high stakes and unforgiving timelines, program management is where science, strategy, and human dynamics converge. The right leadership turns a complex transfer into an aligned, executable program. The wrong approach can stall progress before the first batch ever hits the line. So, what does it take to get tech transfer right when all the human variables are in play?

Start with People, Not Paper

Tech transfer begins well before the first document exchange or feasibility run. Sponsors often interact first with business development (BD), building close, high-touch relationships as projects progress. As Parker explains, BD teams may work with customers for months, but at many CDMOs that high-touch approach declines once the deal is signed. At Lifecore, program management engages early, often before contract signature, to ensure continuity from BD into execution. This creates a smoother transition and avoids cold-start discussions of expectations, culture, and priorities. Also, sponsors themselves vary widely. Large pharmaceutical companies may arrive with extensive SME teams, while smaller biotechs may bring only one or two highly committed generalists. Company size, however, does not predict experience. Parker has seen large teams staffed with early-career professionals and small biotechs led by veterans with decades of hands-on expertise. “You can’t assume anything,” she says. “Our approach is to treat every client with respect, energy, and a willingness to meet them where they are.”

A person handing a tube to another person at a desk

Clarity From the Onset

If human dynamics set the tone, clarity defines the path. Many challenges stem from mismatched assumptions or poorly defined goals, scope, and requirements. Parker stresses that clarity must extend across the entire team. Budget, timeline, and scope must be defined upfront and reinforced throughout execution. Lifecore supports this through a standardized BD-to-PM handoff, ensuring each program begins with a structured agenda, consistent questions, cross-functional participation, and face-to-face engagement when possible.

The kickoff meeting is not just procedural. It establishes alignment, trust, and shared vision. If rushed or incomplete, its impact will be felt downstream. Clarity also means preparing internal teams to understand sponsor communication styles and cultural norms, preventing friction before it begins.

Momentum Doesn’t Happen by Accident

Once transfer begins, cadence anchors progress. Standing meetings create rhythm, transparency, and momentum.

Early, defined communication plans outline meeting structure, escalation pathways, decision authority, and information flow. Leadership touchpoints offer oversight and ensure alignment with the spirit of the original agreement.

One of the PM’s most critical responsibilities is delivering difficult news. Customers value transparency and early visibility to risks. Delaying or softening bad news erodes trust and threatens timelines. Early notification paired with clear rationale and next steps strengthens partnership.

When Pressure Tests the Partnership

Sponsors often arrive under intense pressure from clinical timelines, investor expectations, funding milestones, and regulatory commitments. Assumptions about readiness can prove incomplete once transfer begins.

“When gaps surface, you communicate early and show the technical rationale,” Parker explains. “That’s how you bridge the gap.”

Not all conflict is technical. Personality and cultural differences may come into play. Parker’s approach—trust, but verify—relies on  preparation, calm execution, and data-driven discussion.

“When science and compliance are clear, I will fight for that,” she says. “Compliance is not negotiable.”
When direct resolution proves difficult, teams adapt through structured communication, written alignment, or adjusted meeting formats. The overall goal is to balance respect with progress

Execution Under Uncertainty

Even well-executed transfers encounter surprises. Experience does not eliminate obstacles but determines how effectively they are addressed.

Parker highlights five behaviors that make the difference:

  • Pausing to align before execution.
  • Involving the customer early for shared problem-solving.
  • Escalating when scientific or regulatory realities must take precedence.
  • Staying grounded in data to clarify options and depersonalize differing opinions.
  • Maintaining momentum through timely communication and decision-making.

Science Advances — People Deliver

Despite its scientific foundation, tech transfer remains a human endeavor requiring judgment, adaptability, empathy, and clarity. “Attitude is everything,” Parker says. “The human factor is paramount to the success of a tech transfer program.”

At Lifecore, that factor is intentionally cultivated through early engagement, structured communication, leadership involvement, and a culture rooted in respect, transparency, and partnership. How people work together ultimately determines whether the science will be positioned to succeed.

Lifecore’s Tech Transfer Expertise

With a range of successful transfers from early-stage to commercial supply, the Lifecore team understands what it takes to transfer a project smoothly. We ensure that everyone is aligned on the process, the product, and the long-term goals. Our multi-disciplined team structure means project leads manage day-to-day work, identifying risks and escalating when needed; managers provide oversight and help to move decisions forward; and executives remain on hand to quickly provide higher-level guidance if required.

Plus, with deep experience in handling complex products, our technical experts are effective at addressing process development and manufacturing challenges throughout the transfer.

This article is part of Lifecore’s Technology Transfer Series. For the full picture on getting tech transfer right the first time, visit our Insider’s Guide to Right-First-Time Tech Transfer.

If you need help with tech transfer, contact us to explore how we could work together.