As biotech companies navigate funding pressures, scientific complexity and increasingly competitive markets, selecting the right development partner can have a significant impact on long-term success. We spoke with our colleague, Christian Richter, Senior Manager, Business Development, about common misconceptions surrounding CDMO partnerships, the challenges facing emerging biotech companies and why early collaboration can help reduce development risk and support future growth.
Why do early-stage biotech companies partner with a CDMO?
One of the biggest misconceptions I encounter is that Lonza only works with large pharmaceutical companies or supports programs that are already in late-stage development. That simply isn't the case. Most of our customers are actually startups and emerging biotech companies. We work with these organizations every day, so we understand their challenges, their constraints and what they need from a development and manufacturing partner.
In many ways, early-stage companies need even more support than large organizations. They often need greater flexibility, closer communication and a partner who understands that every decision can have a significant impact on the future of their program. That's why customer-centricity is so important. We take the time to understand not only the science, but also the company's realities, including factors such as timelines, priorities and budgets.
How can a CDMO support biotech companies beyond manufacturing services?
I always say that we aim to be more than a service provider. Ideally, we begin collaborating with customers early in development and continue supporting them as they progress from preclinical work into clinical development and, ultimately, commercial manufacturing. For me, a successful partnership is not simply about executing a project. It's about understanding where the company wants to go, helping them navigate challenges and working together to create a path toward future milestones. When that partnership is established early, it becomes much easier to make decisions that support long-term success.
What are the biggest challenges facing early-stage biotech companies today?
Without question, funding remains one of the biggest challenges.
Over the last several years, we've seen many innovative companies operating in a very difficult financing environment. As someone who works closely with founders, CEOs and investors across the biotech ecosystem, it's difficult to watch promising companies struggle despite having strong science and compelling ideas. Funding affects everything. If companies are unable to secure investment, it becomes harder to generate data, advance development programs and achieve the milestones needed to attract future investors. In many cases, the challenge isn't the science itself—it's finding the resources needed to keep moving forward.
How can biotech companies reduce drug development risk in the early stages?
For me, risk reduction is one of the areas where a development and manufacturing partner can create real value. The earlier you identify risks, the more options you have to address them. That starts with developing a strong understanding of the chemistry, generating meaningful early-phase data and thinking ahead about future development requirements.
Companies don't need to solve every challenge immediately, but they should demonstrate that they're actively addressing the next steps in their development journey. When investors see that a company has a plan and is proactively reducing risk, it can strengthen confidence in the program and support future fundraising efforts.
Why is early-phase development data important for securing biotech investment?
Investors want to see progress. Strong scientific data is always important, but investors also want evidence that the company understands its development path and is actively reducing future risks.
When a company can demonstrate robust early development work and show that it has considered future manufacturing and development requirements, it becomes easier to build confidence around the program. That confidence can play a critical role when attracting investment and securing the resources needed to reach the next stage of development.
What should biotech companies look for when choosing a long-term CDMO partner?
I would encourage companies to look beyond technical capabilities alone. Of course, quality, expertise and infrastructure are important. But so are communication, flexibility and commitment. Early-stage companies need confidence that they will receive the attention they deserve and that they have a partner who understands their specific challenges. What matters most is building a relationship based on trust. Companies should look for a partner that provides dedicated support, maintains consistent quality standards and remains committed as the program evolves. The strongest partnerships are built for the long term, not just for a single project.
Why are strategic partnerships becoming increasingly important in biotechnology?
Drug development has become too complex for any organization to succeed entirely on its own. When I look at the biotech ecosystem, I see enormous value in bringing together scientists, entrepreneurs, investors and development partners to exchange ideas and share expertise. The more we collaborate, the more opportunities we create to solve problems and move innovative therapies forward.
Partnerships aren't just about business. They're about creating an environment where innovation has the best possible chance to succeed. That's beneficial for companies, for investors and ultimately for patients.
How can collaboration between the UK and Nordic life sciences ecosystems help accelerate innovation?
The UK and the Nordics are both exceptionally strong life sciences regions, although they each bring different strengths to the table. The UK is one of Europe's largest and most established life sciences hubs. The Nordics, meanwhile, have built a highly innovative ecosystem with strong entrepreneurial communities and a culture of collaboration.
What excites me is the opportunity to bring these ecosystems closer together. We've already seen the value of collaboration between countries such as Sweden and Denmark, where organizations work together rather than compete. Expanding that mindset across the UK and Nordics could create new opportunities to share knowledge, strengthen innovation networks and accelerate scientific progress across the region.
What opportunities do advanced therapies create for biotech companies?
I see tremendous potential in advanced therapeutic modalities. Whether we're talking about antibody-drug conjugates, biologics or cell and gene therapies, there is significant innovation happening across both the UK and Nordic regions. These therapies represent some of the most exciting opportunities in healthcare today, but they also introduce new levels of complexity. That's where collaboration becomes important. Successfully advancing these therapies often requires specialized expertise, integrated development capabilities and strong manufacturing knowledge. When innovative biotech companies can access those capabilities early, they are in a much stronger position to translate scientific breakthroughs into therapies that can ultimately benefit patients.
