Clinical Research Visionaries 2025: Driving Innovation in Global Trials

Dr. Devesh Kumar

A Vision Rooted in Purpose and Progress

LETTER EDITOR’S

Clinical Research Visionaries 2025

DRIVING INNOVATION IN Global Trials

AcceleratingHope,DeliveringCures.

DearReaders,

Thejourneyfromamoleculardiscoveryinalabtoalife-savingmedicineatabedsideisoftendescribedasthemost gruelingmarathoninmodernscience.Itisapathriddledwithregulatorymazes,soaringcosts,andlogistical complexitiesthatcanextinguisheventhebrightestsparksofinnovation.Foryears,theindustryacceptedthesehurdles asthestatusquo.Butanewerahasarrived.Wearewitnessingashiftwheretheprocessoftestingacureisbecoming asinnovativeasthecureitself.Thistransformationisnothappeningbyaccident;itisbeingengineeredbyleaders whorefusetoacceptthatessentialtrialsshouldbeslow,siloed,orprohibitivelyexpensive.Wecelebratethese pioneersinourspecialissue,ClinicalResearchVisionaries2025:DrivingInnovationinGlobalTrials

OurcoverstoryfeaturesDr.DeveshKumar,theFounderofInnovateResearch.Dr.Kumar’sjourneybeganwitha criticalobservationduringhistimeinmajorhealthcaresystems:thecrushingcostofclinicaltrialswasforcingsmaller organizationstoabandongroundbreakingtherapies.Unwillingtoacceptaworldwherebudgetsizedictatesscientific progress,heestablishedInnovateResearchtodemocratizetheprocess.Byfusingend-to-endoperationalexcellence withcutting-edgeAItechnology,Dr.Kumarhasbuiltaglobalframeworkthatallowssponsorstonavigatecomplex regulationswithspeedandintegrity.Hisworkisdismantlingthebarrierstoentry,ensuringthatthenextgreatmedical breakthroughisn’tlosttoinefficiency,butisinsteadnurturedbyasystembuiltontransparency,cost-effectiveness, andunwaveringpatienttrust.

JoiningDr.Kumarinthisdistinguishededitionisagroupofleaderswhoarereshapingtheglobalresearchlandscape. WeareproudtofeaturetheinsightsofRaymondR.Tjandrawinata,DirectorofBusinessDevelopmentand ScientificAffairsatDexaMedica;JasonRamos,Co-FounderofCEMedicalResources;RichieEustaquio,President andManagingDirectorofChemisphereLabSciences;andTikManTylerCheng,Founder,CEO,andDirectorof MasterMaskerTechnology.

Thestorieswithinthesepagesserveasareminderthatthetruevalueofclinicalresearchliesnotjustinthedata collected,butinthelivesthatdatawilleventuallytouch.Thesevisionariesarebuildingthebridgesthatwillcarrythe nextgenerationofhealthcaresolutionstotheworld.

HappyReading!

PANKAJ GHOLAP Managing Editor

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10 Dr. Devesh Kumar

Dr.

Kumar Devesh

A Vision Rooted in Purpose and Progress

Inhealthcare,progressoftencomeswithchallengesthattestboth

patienceandpurpose.Itisafieldwhereinnovationmeets limitation,andwherethosewhotrulycareaboutimpactlook beyondtheobvious.Amongtheserareindividualsis Dr.DeveshKumar, thefounderofInnovateResearch.Hisjourneybegannotinaposition ofpower,butinthefocusedenvironmentofamedicalclassroom.

Fromhisearlydaysinmedicalcollege,Dr.Kumarwasdrawntoscience foritslogicanditspotentialtochangelives.Hesawhealthcareasmore thanacareer Tohim,itwasawaytoservesocietyinalastingand meaningfulway Thatbeliefguidedhischoicesashemovedinto leadershiprolesandbeganworkingcloselywithseniormanagementat MaxandFortisGroup.Itwastherethathefirstnoticedsomething deeplyconcerning.Manyglobalanddomesticclientswerestruggling withtheheavyfinancialburdenofclinicalresearch.Thecostoften forcedsmallerorganizationstostepbackfrominnovationandsettlefor genericapproaches.

Dr.Kumarfoundithardtoacceptthatlimitation.Hebelievedthat trueprogressshouldneverdependonthesizeofacompany’sbudget. Thisbeliefgrewintoaclearidea:tomakeclinicalresearchmore cost-effectiveandaccessible.Hewantedtohelpyoungentrepreneurs andsmallerfirmsfocusonnewtherapiesratherthanrepeatexistingones. Thatvisionbecamethestartingpointofhisentrepreneurialpathand thefoundationforeverythinghewouldgoontobuildintheworld ofclinicalresearch.

BuildingaFoundationofExperienceandIntegrity

BeforefoundingInnovateResearch,Dr.Kumar spentyearslearninghowhealthcaretrulyworksfrom theinsideout.Histimewithrespectedinstitutions suchasFortisandMaxGroupprovedtobeaturning point.Thoserolesgavehimacloseviewofhowlarge healthcaresystemsfunction,revealingboththeir strengthsandtheirchallenges.Heworkedacrossareas thatshapedhisunderstandingofclinicaloperations, patientmanagement,andthemanylayersthathold medicalresearchtogether.

Theseexperiencestaughthimthatresearchisnotonly aboutdataorresults.Itisaboutthepeoplebehindthe process,includingthedoctors,thepatients,andthe teamsthatbringideastolife. “Working in these environments helped me appreciate the regulatory, ethical, and logistical sides of clinical research,” he explains. “It showed me that innovation means little without integrity.”

Thelessonshecarriedfromthoseyearsbecamethe cornerstonesofhisleadershipphilosophy.Efficiency, transparency,andpatienttrustwerenotjust professionalideals;theybecameguidingvalues. WhenDr.KumareventuallysetouttobuildInnovate Research,theseprinciplesshapedeverydecision, ensuringthattheorganization’sgrowthwouldremain rootedinethicsandpurpose.

DeliveringEnd-to-EndExcellenceinClinicalResearch

InnovateResearchhasearneditsreputationasatrusted full-serviceclinicalresearchorganizationbyfocusingon whathealthcareinnovatorsneedmost:reliablesupportfrom starttofinish.UnderDr.Kumar’sleadership,thecompany providesacompleteframeworkforconductingclinical trialswithprecisionandcompliance.Itsservicescover everystageoftheprocess,beginningwithstudydesignand feasibilityassessments,followedbyprotocoldevelopment, patientrecruitment,andongoingmonitoring.Eachstepis handledwithacommitmenttoaccuracyandtransparency.

Theorganizationalsospecializesinregulatoryaffairs, assistingclientswithapprovalsthroughagenciessuchas CDSCO,EMA,andFDA,alongwithregulatorsin emergingmarkets.Itsbiostatisticsanddatamanagement teamsdeliverreal-timeinsightsthathelpsponsorsmake informeddecisionsfaster.Medicalwritingandscientific documentationareanotherareaofstrength,ensuringthat everysubmissionmeetsthehighestregulatorystandards. Evenafteraproductreachesthemarket,InnovateResearch continuesitsworkthroughpost-marketingstudiesthatfocus onpatientsafetyandlong-termcompliance.

“Our end-to-end model allows sponsors to focus on true innovation while we take care of the operational excellence,” saysDr.Kumar.Thisapproachreflectshiscore beliefthatefficiencyandintegritycanmovescience forwardtogether

TurningGlobalChallengesinto OpportunitiesforInnovation

Runningaglobalclinicaltrialhasneverbeen simple,andtodayitdemandsmoreadaptability thaneverbefore.Diverseregulations,rising costs,andtheconstantchallengeoffindingand retainingparticipantsoftenslowthepathfrom discoverytodelivery.Yet,Dr.Kumarseesthese samechallengesasfertilegroundfor innovation.Tohim,everydifficultyinthe processisachancetorethinkhowresearchis doneandhowcollaborationcanmakeitbetter

Underhisdirection,InnovateResearchhasbuilt anetworkthatconnectsglobalexpertisewith localinsight.Thecompanyhaspartneredwith morethanfiftylocalCROsaroundtheworld, creatingasystemthatcombinesregional knowledgewithIndia’sstrongclinicalresearch capabilities.ThisapproachallowsInnovate Researchtomanagecomplextrials efficientlywhilemaintainingqualityand meetingtimelines.

Theresultsspeakforthemselves.The companyhassuccessfullydeliveredclinical trialsinNepalandVietnamandisnow expandingoperationsacrossEurope,Russia, theMiddleEast,andLatinAmerica. “We treat every partnership as an opportunity to learn and improve,” saysDr.Kumar.Hisperspective turnswhatothersseeasbarriersinto bridgesthatbringglobalresearchcloserto patientseverywhere.

Clinical research is ultimately about changing lives — if your vision aligns with that purpose, success will follow naturally.

HarnessingTechnologytoAdvanceTrust andTransparency

ForDr.Kumar,technologyisnotjustatool;itis thefoundationofmodernclinicalresearch.At InnovateResearch,digitalinnovationshapes everystepofatrial,makingprocessesmore efficient,accurate,andtransparentwhilekeeping patientsafetyattheforefront.

Artificialintelligenceiscentraltothisapproach. AI-drivendataanalyticsallowtheteamto monitortrialsinrealtime,identifypatterns,and anticipatepotentialissuesbeforetheybecome problems.Thecompanyalsousese-Clinical platforms,includingEDC,ePRO,and eConsent,tostreamlineoperationsandensure clearcommunicationamongallstakeholders. Risk-basedmonitoringtoolsfurtherstrengthen oversight,helpingmaintainregulatory complianceandsafeguardingpatients.

Patientengagementisanotherpriority.Digital applicationskeepparticipantsinformedand motivated,improvingadherenceandretention throughoutastudy.Thesetoolshelpcreatetrials thataremoreinclusiveandreliablewhile deliveringfasterinsights.

“Technology allows us to conduct studies that are safer, more transparent, and more effective for everyone involved,” saysDr.Kumar.His approachshowsthatinnovationandcarecan movetogether,ensuringthatprogressinclinical researchalwaysbenefitsthepatientsitismeant toserve.

OvercomingChallengestoBuilda GlobalPresence

EstablishingInnovateResearchasaglobal clinicalresearchorganizationrequired navigatingbothpersonalandprofessional hurdles.Oneofthetoughestchallengeswas buildingtrustwithsponsorsacrossdifferent regionswhilemaintainingconsistent compliancewithdiverseregulatorystandards. Dr.Kumarapproachedtheseobstacleswitha clearfocusonintegrity,transparency,and scientificexcellence,makingthemtheguiding principlesofeverydecision.

Onapersonallevel,resilienceandasupportivenetwork helpedhimstayfocusedthroughdemandingperiods. Professionally,heprioritizedassemblingaleadership teamthatsharedhisvisionandvalues.Thiscollective commitmentallowedInnovateResearchtomaintainhigh standardswhilescalinginternationally.

“Trust and transparency are not optional; they are essential,” saysDr.Kumar.Byaligninghisteamaround theseprinciples,hewasabletotransformchallengesinto opportunities,buildinganorganizationthatisrecognized forreliabilityandexcellenceacrosscontinents.

RecognitionandMilestonesofExcellence

Overtheyears,bothDr.KumarandInnovateResearch havereceivednumerousawardsthatacknowledgetheir commitmenttoquality,innovation,andleadership.

● 2014:InnovateResearch–RedHerringTop100 AsiaWinner–MostInfluentialStartupsinClinical Research

● 2017:InternationalHealthcare&Summit Awards–InnovateResearch–BestClinical ResearchServiceProvider–DelhiNCR

● 2020:PrimeViewMagazine–InnovateResearch: 10BestPlacesToWork

● 2020:NationalHealthcareAwards–Innovate Research:ExcellenceInClinicalResearch

● 2021:IndianAchieversAwards–Dr.Devesh Kumar:EmergingYoungEntrepreneur

● 2022:IndianAchieversClub–Dr.DeveshKumar: Top40Under40Achievers

● 2022:BusinessConnect–Dr.DeveshKumar: MostInfluentialClinicalResearchLeadersTo Followin2022

● 2023:RastriyaAbhimanPuruskar–Dr.Devesh Kumar:EmergingClinicalResearchLeader

● 2024:FeatherTouch–Dr.DeveshKumar: ExceptionalLeadershipInClinicalResearch2024

EachrecognitionunderscoresDr.Kumarsenduring visiontomakeclinicalresearchaccessible,ethical,and globallyrelevantwhileinspiringthenextgenerationof scientificleaders.

PersonalValuesShapingProfessionalLeadership

ForDr.Kumar,leadershipisanextensionofpersonal values.Honesty,resilience,andempathyguidebothhis decisionsatInnovateResearchandhisapproachtolife outsidework.Hebelieveshealthcareisaboutmorethan science;itisaboutpeople,andthatperspectiveshapes howheinteractswithteams,clients,andpartners.

Balancingpersonalandprofessionalprioritieshas taughthimpatienceandlong-termthinking.He understandsthatnurturingrelationshipsisascrucialas meetingdeadlinesorachievingtargets.Theselessons influencehowhebuildsteams,supportsemployees, andensuresthatclientcollaborationsaregroundedin trust.

“My personal values are reflected in every choice I make professionally,” saysDr.Kumar.Byremaining truetohonestyandempathy,hehascultivatedaculture thatprioritizesbothscientificexcellenceandhuman connection.Thisapproachcontinuestodefinehis leadershipandthewayInnovateResearchoperates acrosstheglobe.

NurturingTalentandFosteringInnovation

InDr.Kumar’sview,teamsperformbestwhentrust andempowermentarepartofeverydayculture.At InnovateResearch,employeesareencouragedto takefullownershipoftheirprojectsandtopropose solutionswithouthesitation.Innovationisnotjust welcomed,itiscelebrated,evenwhenitrequires calculatedrisks,becauseDr.Kumarbelievesthat breakthroughsoftenemergefromexperimentation.

Trainingisanotherkeyelement.Thecompany providescontinuouslearningopportunitiessostaff cannavigatechangingglobalstandardsconfidently Thiscombinationofknowledgeandfreedomallows employeestodeliverresultswhilethinking creatively.

“We aim to create an environment where accountability and imagination coexist,” says Dr.Kumar.Inpractice,thismeansteamscanmeet tightdeadlines,maintaincompliance,andstill explorenewapproachestocomplexproblems.The culturehefostershasturnedInnovateResearchinto aplacewheretalentthrivesandinnovationispartof dailywork.

FindingBalancebeyondtheBoardroom

ForDr.Kumar,leadershipisdemanding,buthe believesthatsustainingperformancebeginswith personalwell-being.Hefindsbalancethrough routinesthataresimpleyetmeaningful.Spending qualitytimewithfamilyandfriendsallowshimto stepawayfromthepressuresofglobaloperations andreconnectwithwhatmattersmost.Traveling giveshimnewperspectives,whileplayingsnooker providesafocusthatisbothrelaxingand stimulating.

Readingandexploringideasonglobalplatformsis anotherwayhekeepshismindengaged.These practiceshelphimrechargeandmaintainclarity, eveninthemidstofcomplex,high-stakesprojects.

“Leadership cannot be sustainable without attention to personal health and curiosity,” saysDr.Kumar. Heblendsrelaxation,learning,andconnectionto createarhythmthatkeepshimgroundedandenables himtoleadInnovateResearchwithenergy,focus, andperspectiveeveryday

ShapingtheFutureofClinicalResearch

Dr.Kumarviewsthenextphaseofclinicaltrialsasachancetorethink howresearchreachespatients.Heimaginesasystemwherestudiesare decentralized,designsarepersonalized,anddigitaltoolsmake participationeasierforeveryone.Artificialintelligenceiscentraltothis vision,helpingteamspredictrecruitmenttrends,adjusttrialprotocols onthefly,anduncoverpatternsindatathatwouldotherwiseremain hidden.

Real-worldevidenceoffersanotherperspective.Itallowsresearchersto seehowtreatmentsworkineverydaylife,notjustincontrolled environments.Meanwhile,digitalplatformsareopeningdoorsfor patientswhopreviouslycouldnotparticipate,makingtrialsmore inclusiveandrepresentative.

“These changes will make research faster, more patient-focused, and more adaptable,” saysDr.Kumar.Heseesthesetechnologiesnotas replacementsforhumanjudgmentbutastoolsthatbringinsights, opportunity,andclaritytoeverystageofclinicaldiscovery

NavigatingthePromisesandChallengesofAI

Dr.Kumarseesartificialintelligenceasoneofthemosttransformative forcesinclinicalresearch,butheisequallyawareoftherisksit carries.Dataprivacy,algorithmicbias,andregulatoryuncertainty arechallengesthatcannotbeoverlooked.Withoutcarefulmanagement, AIcouldproducemisleadingresultsorerodetrustamongpatients andstakeholders.

AtInnovateResearch,thesechallengesaremet head-on.Thecompanyimplementsstrictdata governancepolicies,drawsfromdiverse datasetstoreducebias,andengagesregulators earlytoestablishtransparentstandards.This approachallowsAItosupportdecision-making, improveefficiency,andenhanceinsights withoutcompromisingethicsorpatientsafety.

“When AI is applied responsibly, it accelerates discovery while keeping patients at the center,” saysDr.Kumar.Forhim,thegoalisnotjustto adopttechnologyforefficiencybuttoensureit strengthensintegrityandtrustacrossevery stageofclinicalresearch,shapingafuture whereinnovationandresponsibilitygohandin hand.

AdvicefortheNextGenerationofLeaders

Dr.DeveshKumar’sjourneyinclinicalresearch hasbeenshapedbygrit,grind,andgratitude. Thesethreeprinciplesreflecthiscommitmentto persistence,hardwork,andappreciationforthe peopleandopportunitiesaroundhim.

Whenaskedwhathewouldtellaspiring entrepreneurs,hefocusesonpurpose.He believesclinicalresearchisultimatelyabout changinglives. “If your vision centers on impact rather than recognition, success comes naturally,” hesays.Resiliencehelpsnavigate unpredictablechallenges,integrityensures decisionsearntrust,andadaptabilityallows leaderstorespondtorapidchange.

Healsoencouragescuriosityandcontinuous learning.Observingglobaltrends,listeningto diverseperspectives,andquestioning conventionalapproacheskeepleadersaheadof thecurve.ForDr.Kumar,thepathto meaningfulachievementisnotmeasuredby awardsorprofits,butbythedifferenceresearch canmakeinpeople’slivesandthecultureof ethicsandinnovationitcreates.

JASON RAMOS

Empowering Healthcare with Innovation and Integrity

JasonRamos,Co-Founderof CEMedicalResources,hasspentover twodecadesshapingthehealthcare industrywithhisforward-thinking visionandpassionformakinghealthcaremore accessibleandeffective.Hefocusesonmaking healthcaremoreaccessibleandeffective.Ramos believesinempoweringmedicalprofessionals withadvancedtoolsandtechnologytoimprove patientcare.Fromhisearlydaysasabiology majorattheUniversityofthePhilippinesto leadinginnovativehealthcarecompanies, Ramos’scareerhighlightsacommitmentto excellenceandaconstantdriveforimprovement.

Jason’sacademicbackgroundlaidasolid foundationforhissuccess.HeearnedaBachelor ofScienceinBiologyfromtheUniversityofthe Philippines,whereheparticipatedinsocieties liketheUPJuniorMarketingAssociationandUP CircleofEntrepreneurs.Thismixofbiologyand entrepreneurshipgavehimauniqueperspective inthehealthcareindustry.In2017,hecompleted adiplomainLeadershipandManagement DevelopmentfromtheAteneoGraduateSchool ofBusiness,sharpeningtheskillsthatshapedhis ventures.

In2019,Ramosco-foundedCEMedical Resources,acompanyfocusedonproviding solutionslikeCOVID-19testsandlab equipment.HispreviousrolesasaRegional SalesManageratOmegaDiagnosticsGroup andCEOofBirthRightLying-InClinics honedhisabilitytomanageoperations,expand markets,andimprovehealthcaredelivery Hisleadershipisdefinedbyahands-on approachtoproblem-solvingandakeen understandingofwhatittakestobuild sustainablehealthcaresolutions.

BeforeCEMedicalResources,RamoswastheCountry DirectoratGlobalMedicalTechnologiesManila,Inc.There, hewaspivotalinintroducingfunctionalmedicinetothe Philippines,promotingaholisticapproachtoaddressing chronicdiseases.Hisroleinvolvededucatingmedical practitioners,promotingconsumerawareness,and developingglobalnetworks.Inaddition,Ramosalsoled significantprojectsliketheGreatPlainsLaboratories DistributionPartnershipandacollaborationwiththeUS DepartmentofDefensetoreducebiologicalthreatsinthe Philippines.

Ramos’scareerreflectsaconsistentdedicationtoelevating healthcarestandardsinthePhilippinesandbeyond.He combinesstrategicthinking,leadership,andcompassionto makealastingimpactonbothmedicalprofessionalsand patients.Hisjourneyfromabiologystudenttoahealthcare industryleaderisoneofhardwork,perseverance,andan unwaveringcommitmenttocreatingpositivechange.

CEMedicalResources:InnovativeSolutionsforToday’s Healthcare

Foundedin2019,CEMedicalResourceswasbornoutofthe needtoprovidehigh-qualityhealthcaresolutionsinthewake oftheCOVID-19pandemic.Thecompanyspecializesin COVID-19tests,airtreatmentsystems,andmodular laboratories.Withamissiontohelpindividualsand organizationsnavigatethe“NewNormal,”CEMedical Resourceshasbecomeatrustedpartnerformedical professionalsseekingreliableandscientificallyvalidated products.

Thecompanyemphasizesintegrity,honesty,andexcellence. JasonRamosandhisteambringthelatestglobalbest practicestothePhilippines.Theycollaboratewithpartnersin functionalmedicine,non-profitorganizations,and internationalagenciestooffermeaningfulhealthcare solutions.CEMedicalResourcesequipshealthcareproviders withtechnologyandtoolstoimprovepatientcare.

CEMedicalResourcespridesitselfonits agilityandadaptability,whichare essentialtraitsintherapidlyevolving healthcarelandscape.Thecompanyhas beenabletorespondquicklytothe challengesposedbythepandemicby offeringinnovativesolutionsthatmeetthe highestinternationalstandards.From COVID-19testingtoensuringthesafety ofhealthcareenvironments,thecompany hasprovenitselfasaleaderinthe industry

Injustafewyears,CEMedicalResources hasestablisheditselfasakeyplayerinthe healthcareindustry.Withastrongfocuson patientoutcomesandaclearmissionto bringinnovativesolutionstotheforefront, thecompanycontinuestothriveunderthe leadershipofJasonRamos,helpingto shapethefutureofhealthcareinthe Philippinesandbeyond.

UnderJasonRamos’sleadership,the companycontinuestoexpanditsservices andsupportmedicalprofessionals. Throughcollaborationswithhealthcare leadersworldwide,itbringsadvanced medicalsolutionstothePhilippinesand beyond.

Here’sahardtruth:Mostexecutivesdon’tquitbecause theycan’thandletheworkload.Theyquitbecausethey forgotwhytheworkmatteredinthefirstplace.

I’veseenitplayoutinbiotechlabs,pharmaboardrooms,andstartup incubatorsacrossthreecontinents.Brilliantscientists,razor-sharp strategists,productleadswhocannavigateregulatorymazesintheir sleep—allofthemontheedgeofburningitalldown.

Notbecausethey’reweak.Becausethey’vebeenlivinginreactive modefortoolong.Andtheproblemwithreactivemodeissimple: whenyou’reconstantlybelowdeckfixingtheengine,theshiphas noonesteeringit.Youcanbethehardest-workingcaptaininthe fleet,butifyounevergettopside,you’renavigatingblind.

TheWeekendThatProvedMyPoint

Twoweeksago,ItookpartinaleadershipretreatinNanpantan Hall—notthekindwhereyouendureeighthoursofPowerPoints underfluorescentlights.Thisonewasdifferent.Noartificial urgency, noback-to-backagendaitems,noempty“team-building”exercises.

Instead,therewasspace—actualbreathingspace—toaskthe questionsnooneinbiotechorpharmaseemstomaketimefor anymore:

· Whereisthiscompany really going?

· Doesthatdirectionstillmakesenseinthemarketwe’refacing?

· Whatexcitesmeenoughtopushthroughtheinevitable resistanceahead?

Theretreatincludeddeepstrategysessions, soundbaths,andevenTaiChiwitha practitionernicknamed“TheHealth Magician.”Weworked,butwealsolefttime tothink—which,ironically,isthethingmost leadersclaimtohavenotimefor

Andhere’sthekicker:thoseunstructured hoursproducedmorebreakthroughsthanany meticulouslyplannedoffsiteI’veattendedin thelastfiveyears.

RestIsNottheOppositeofWork

Inhigh-stakessectorslikebiotechandpharma, leaderstreatrestlikeasidedish.Something youmighthaveifyou'vefinishedyourplate.

Restisnottheoppositeofwork.

Thinkofitlikecellregenerationinthehuman body.Youcan’tgrowwithoutdowntime.Push yoursystemintoconstantstrain,andyou’re not“maximizingoutput”—you’redegrading yourinfrastructure.

Dino,oneofthefacilitators,summeditup betterthananywhitepaperevercould:

“Ifyou’realwaysbelowdeckfixingthe engine,noone’ssteeringtheship.”

That’snotjustacutemetaphor.It’stheoperationaltruthofanygrowing business.Inbiotech,thisisthedifferencebetweenbringingadrugto marketontimeandwatchingyourIPgetleapfroggedbyacompetitor whohadthedisciplinetostepback,recalibrate,andpivotearly

QuestionsWorthYourCalendarSpace

Let’sskipthegeneric“HowcanIbemoreproductive?”andgetinto questionsthatactuallysharpenleadershipthinking:

1.Whatwouldfeelexcitingtocreaterightnow?

Not“What'surgent?”Not“What’sontheroadmap?”Theprojectsthat createenergyforyoutendtocreateenergyfortheteam.

2.Whereisthiscompanyheading—anddoIstillwant toleaditthere?

It’seasytoinheritatrajectory.It’shardertoquestionitmid-journey.But ifyouneverdo,youriskbuildingsomethingyouwouldn’twanttorun.

3.Whatwouldmaketheworkitselfmoresatisfying?

Satisfactionisn’taluxurymetric.It’saretentionstrategy—foryouand yourbestpeople.

TheCEO’sClandestineAdvantage

Here’ssomethingthemosteffectivebiotechCEOsI’veworkedwithall haveincommon:theyknowwhentopullback. It’snotabout“workingless.”It'saboutstrategicdisengagement pullingoutoftheday-to-daychurnsotheycan:

· Identifymarketshiftsbeforethey’reobvious

· Reallocateresourcestowardemergingopportunities

· Maintainthementalclaritytomakecallsunderuncertainty

Thisisn’tmystical.It’smechanical.Justasamoleculeneedsstability beforeitcanformusefulbonds,acompanyneedsstabilityinits leadershiptoformusefulstrategies.

PlayIsaPerformanceTool

Duringtheretreat,wemadetimeforsomethingmostleaderswouldscoff at:play

No,notinthe“forcedfun”sense.Real,unstructuredplay.

WhatI’veseeninthelabandintheC-suiteisthesame:innovation doesn’tcomefromstaringharderatthedata.Itcomesfromgivingyour mindthespacetoconnectthingsitwasn’tconnectingbefore.

Playisn’tdowntime.It’sneural cross-training.

BurnoutPreventionIsaProfit Strategy

Here’swhatyouneedtoacceptif you’releadinginahigh-pressure, high-regulationindustry:avoiding burnoutisnota“soft”goal.It’sa profitstrategy

Burned-outleadersmakecautious, small-visionchoicesbecausetheir bandwidthisgone.Burned-out teamsshipsafe,forgettable productsbecausenoonehasthe energytochallengethebrief.

That’snotjustmorale loss—that’smarketloss.

TheRuthlessTakeaway

Beforeyoutorchtheblueprint, scraptheroadmap,orwalkaway fromaprojectyouoncebelieved in,trythis:

· Clearthedecksfor48hours.

· Stepawayfromyourroleasthe fixer.

· Askthequestionsthatmakeyou uncomfortable.

· Play,rest,reflect—withoutguilt.

Becausetheworkisn’tjustthe hoursyouputin.

Theworkisalsothespaceyou createfortherightideastoemerge.

You’renotbehind.You’re building.

Andthemostsustainable companiesinbiotechandpharma areledbypeoplewhounderstand thatrest,wonder,andplayareas muchapartofthejobasany quarterlyreview.

Raymond R. TJANDRAWINATA

Bridging Science, Innovation, and Humanity

DuringhispostdoctoralfellowshipattheUniversityof California,SanFrancisco,RaymondR. Tjandrawinataexperiencedapivotalmoment. Surroundedbycutting-edgeresearchandbrilliantminds,he realizedsciencewasn’tmerelyaboutdiscovery—itwasabout impact.Thisunderstandingshapedhiscareer,propellinghim fromCalifornia’slabstobecomingaleadingfigureinIndonesian biopharmaceuticalinnovation.Today,asDirectorofBusiness DevelopmentandScientificAffairsatDexaMedica,Raymond bridgesscience,technology,andlawtoimprovelivesworldwide.

AFoundationBuiltonScience

Raymond’sacademicjourneybeganwithasolidbiochemistry foundation.AfterearninghisMSandPhDattheUniversityof California,Riverside,hepursuedhispassionfurther,completing apostdoctoralfellowshipinMolecularPharmacologyatthe UCSFSchoolofMedicine.Thesetransformativeyearsinstilled inhimadeepappreciationforprecisionandmeticulous scientificinquiry.

HelaunchedhiscareeratGlaxoSmithKlinePharmaceuticalsin SouthSanFrancisco,gainingfirsthandexperienceinthe pharmaceuticalindustry.“Thatrole,”herecalls,“gavemethe toolstounderstandhowsciencemeetsreal-worldhealthcare needs.”Nevertheless,hisheartremainedinIndonesia.Returning homewithhiswife,JuniSuhardiman,hejoinedtheDexaGroup, wherehehasnowdedicatedover25yearstoadvancing biopharmaceuticalsolutionstailoredtodiversepopulations.

AVisionaryLeaderatDexaMedica

DexaMedicaisaleading pharmaceuticalcompanyin Indonesia,recognizedforits pioneeringeffortsin biopharmaceuticalsandnatural product-basedtherapies.Asaglobal player,Dexaappliesitsexpertisein discovery,formulation, manufacturing,andmarketingto supplyhigh-qualitypharmaceuticals, nutraceuticals,supplements,and herbalmedicinesacrossAsia,Africa, andEurope.

AtDexaMedica,Raymond’sroleis bothmultifacetedandcrucial.As DirectorofBusinessDevelopment andScientificAffairs,heleads initiativesthatalignthecompany’s missionwithemergingmarket demands.Hisresponsibilitiesinclude overseeingtheDexaDevelopment Center,DexaLaboratoriesof BiomolecularSciences(DLBS),and theRegulatoryAffairs,Medical Information,andIntellectualProperty Rightsdivisions.

DIRECTOR

Business Development and ScientificAffairs at Dexa Medica

“Myjob,”heexplains,“isaboutconnectingthedots. Fromidentifyingopportunitiesinbiotechnologyto ensuringourproductsmeetthehighestregulatory standards,it’sabalancebetweenstrategy,innovation, andcompliance.”

UnderRaymond’sleadership,DexaMedicahas achievednotableprogressinthedevelopmentof biopharmaceuticalsandtherapiesderivedfrom naturalproducts.Oneofthestandoutinitiativesis ObatModernAsliIndonesia(OMAI),whichaimsto utilizeIndonesia’srichbiodiversitytocreate scientificallyvalidatedmodernmedicines.“It’sabout honoringtraditionwhileadvancingscience,” hestates.

TurningInnovationintoReality

Bringingapharmaceuticalproductfromconceptto marketisaHerculeantask,andRaymondhas masterednavigatingitscomplexpathways.

“Regulatoryframeworkscanbechallenging,”he explains,“butthekeyistoalignscientificinnovation withcompliancefromtheoutset.”

Hisexpertiseinregulatoryscienceandintellectual propertylawisvitaltosafeguardingDexaMedica’s innovations.“Securingpatentsisn’tjustabout protectingideas—it’saboutensuringourproducts reachthepeoplewhoneedthem,”headds. Raymond’sexpertiseinlawandsciencehasledto multiplepatentedbiopharmaceuticalproducts, strengtheningDexaMedica’sstatusasan industryleader.

EducatingtheNextGeneration

InadditiontohisroleatDexaMedica,Raymondisa ProfessorofPharmaceuticalBiotechnologyat AtmaJayaCatholicUniversityofIndonesia. Teachinghasalwaysbeenhispassion,asitallows himtoinspirethenextgenerationofscientists andinnovators.

“Iteachmolecularpharmacology,naturalproduct innovation,andintellectualpropertylaw,”he explains.However,Raymond’steachingapproach goesbeyondtraditionallectures.Heemphasizes interdisciplinaryproblem-solvingandcritical thinking,preparinghisstudentstonavigatethe intersectionsofscience,law,andbusiness.

“Iwantmystudentstounderstandthatsciencedoesn’texistin avacuum;ithasethical,legal,andsocietalimplications,”he notes.Bymentoringstudentsonresearchprojects,Raymond ensurestheyareequippedtotacklereal-worldchallengeswith bothtechnicalskillsandastrongsenseofresponsibility.

AchievementsBornfromDedication

Throughouthiscareer,Raymondhasachievedsignificant milestonesthathighlighthisimpactonthepharmaceutical industry.Overthepast25years,hehascontributedtothe developmentandlaunchofmorethan500pharmaceutical products,includingbothgenericandresearch-based innovations.Hiscontributionstobiopharmaceuticalresearch areequallyremarkable.Raymondhasledthedevelopmentof over20patentedinnovationsandhaspublishedmorethan300 peer-reviewedarticles.HisworkhasearnedhimaGoogle ScholarH-indexof35,demonstratingtheglobalinfluenceof hisresearch.

Amonghismanyaccolades,Raymondisparticularlyproudof receivingtheHabibieAwardforMedicineandBiotechnology in2016andtheWIPOMedalforInventorsin2018.“These awardsremindmethattheworkwedohasarealimpact. They’renotjustpersonalachievements;theyarevalidationsof thecollectiveefforttoimprovehealthcare,”hesays.

OvercomingChallengeswithResilience

Raymond’scareerhasfacedseveralchallenges,withoneofthe mostsignificantbeingtheneedtonavigatethediverse regulatoryframeworksthatgovernthepharmaceuticalindustry “Eachcountryhasitsownsetofrules,andstayingcompliant whileinnovatingrequiresconstantlearningandadaptation,” heexplains.

Anothermajorchallengehasbeenfosteringinnovationina competitivelandscape.Toaddressthis,Raymondhaspromoted acollaborativeculturewithinDexaMedica,encouraging interdisciplinaryresearchandteamwork.“Innovationdoesn’t happeninsilos.Itresultsfrompeoplefromdifferentfields comingtogethertosolveproblems,”hesays.

PreparingfortheFuture

Lookingahead,Raymondisfocusedonintegratingemerging technologiesintothepharmaceuticalindustry.Henotes,“AI andbigdataanalyticshavethepotentialtorevolutionizedrug discoveryandregulatoryscience.”Byleveragingthesetools, heaimstoacceleratethedevelopmentofsustainableand affordabletherapies.

Innovation is not only about creating something new but ensuring it reaches and benefits those who need it most.” “

Anotherkeyareaoffocusisadvancingnatural product-basedtherapies.“Indonesia’sbiodiversity isatreasuretroveofpotentialsolutions,”he emphasizes.ThroughinitiativeslikeOMAI, Raymondintendstoaddressglobalhealthcare inequitiesbymakingcutting-edgetreatments accessibletounderservedpopulations.

Inaddition,RaymondispursuingaDoctoratein LawwithaconcentrationinInternational IntellectualPropertyLaw.Heexplains, “Safeguardinginnovationisjustasimportantas theactofcreatingit.”Hisgoalistoinfluence globalhealthpoliciesandensurethatlife-saving therapiesreachthosewhoneedthemmost.

BalancingWorkandLife

Despitehisdemandingcareer,Raymondbelieves intheimportanceofmaintainingawork-life balance.“It’sessentialforcreativityand productivity,”hestates.Heprioritizes mindfulnessandspendsqualitytimewithhis family,inadditiontoengaginginpersonal hobbiessuchaswriting,playingthepiano,and exploringliterature.

“Theseactivitiesprovidemewithamentalreset andofteninspirenewperspectivesformywork,” heexplains.ForRaymond,balanceisnotjust aboutmanagingtime;it’saboutstayingconnected tothethingsthatbringjoyandmeaningtolife.

AMessageofInspiration

Reflectingonhisjourney,Raymondsharesaguiding principlethathasshapedhiscareer:“Innovationis notonlyaboutcreatingsomethingnewbutensuring itreachesandbenefitsthosewhoneeditmost.”

Hebelievesthattrueleadershipliesinempowering othersanddrivingmeaningfulchange.“Whetherit’s mentoringastudentorleadingateamatDexa Medica,mygoalisalwaystoinspireandsupport peopleinmakingadifference,”hesays.

Raymond’sstoryisaclassicexampleofhow interdisciplinaryknowledgeandcollaborationcan empowerone’sjourney.Byblendingscience,law, andcompassion,hehasnotonlyadvancedhealthcare butalsosetanexampleofwhatitmeanstoleadwith purpose.ForRaymond,thejourneyisfarfromover Witheachnewchallenge,heremainsdrivenbythe beliefthatinnovation,whenguidedbyhumanity,can transformlivesandbuildahealthierworld.

Inpharmaandbiotech,weoftenrunthesameriskas early-stageentrepreneurs:wefallinlovewithanidea beforewetestwhetherthemarketlovesitback.

Thismistakehappensateverylevel.Fromstart-upfounders pushinga“game-changing”therapywithoutenoughclinical traction,tomultinationalexecutivesgreenlightingaproduct linebasedoninternalexcitementratherthanexternaldemand.

I’vemadethesamemistakemyself.AndwhenIdid,Ilearned oneofthemostprofitablelessonsofmycareer:

Beingtooweddedtoaspecificoutcomeblindsyoutothe betterpathrightinfrontofyou.

When“GreatonPaper”MeetsReality

Afewyearsago,IhadwhatIthoughtwasaperfectplan.

professionalofferIbelievedwasirresistible.

Ihadaresourcesittingidle.Ihadanetworkthatcouldbenefit fromit.Ihadthemotivationtomakeithappen.

IputtheideainfrontofsevenpeopleIconsideredanidealfit. Thekindofpeoplewhoregularlyexpressedinterestinexactly thistypeofopportunity.

Iexpectedatleastacoupleofquick“yes”replies.Bags packed.Commitmentsmade.

· “That’sanamazingoffer.”

· “Wow,I’dloveto…butnotrightnow.”

· “I’llthinkaboutit.”

Andthen—silence.

Nosign-ups.Noaction.Noconversion.

TheBlindSpot

Icoachleadersallthetimeonthefundamentalsofa compellingoffer:

· Understandtheproblemyousolve—inprecise, market-relevantterms.

· Showexactlywhyyoursolutionworks,withevidence andproof.

· Connecttotheurgencythatalreadyexistsinyour audience’smind.

· Maketheoffersoalignedandsoclearthatrejection feelsirrational.

· Putitinfrontofenoughofthe right people—notjust peoplewhomight“like”theconcept.

Ididnoneofthesethings.

ImadeanofferbasedonwhatIwantedforthem—noton whattheywereactivelyseeking.

Iremovedallfrictionbutalsoremovedallcommitment.

Andwithouturgency,cost,ordirectalignmentwiththeir priorities,theydidwhathumansusuallydowithrisk-free, low-commitmentoffers:

ThePharmaParallel

Ifyou’vebeeninbiotechorpharmaformorethana quarter,you’veseenthispattern.Companieslaunch “can’t-miss”productsorserviceswithhighinternal enthusiasm…onlytowatchthemstall.

Why?

Becausetheinternallogic(“Thisisbrilliant!Itwillhelp themsomuch!”)doesn’talwaysmatchthemarketreality (“We’renotready,we’renotconvinced,wehavebigger firestoputout.”).

It’sthesamereasonpromisingmoleculesget shelved.Notbecausetheylackpotential,but becausetheyfailtosolvethe urgent, budgeted problem thatdecision-makersneed solved right now

DetachingfromtheOriginalOutcome

Initially,Iwasirritated.Notbecauseanyone owedmea“yes,”butbecausemyconfidence intheideahadbeensohigh.

Butwhentheoutcomedidn’tmatchthe expectation,Ifacedachoice:

1.Keeppushingthesameoffertothesame peopleandhopepersistencewouldwork.

2.Stepback,re-examine,andpivot.

Ichosethesecond.

Here’sthethinkingprocess:

· Wastheaudienceright?Technically yes—theyfittheprofile.Buttheyweren’t inanactivebuyingstateforthisoffer.

· Wastheofferclear?Notinthewaythat sparksimmediatecommitment.

· Wasthereskininthegame?No.Andthat wasthebiggestgap.

TheRebuild

Insteadofofferingtheresourceforfree, Ireframeditasapremium,focused engagement.Aspecificoutcome.Adefined timeframe.Apricetagthatsignaledvalueand requiredcommitment.

Ididn’tjustinvitepeopleto“come experience”something.

partnershipwithme—inanenvironmentthat removeddistractionsandaccelerated progress.

Thepositioningchangedeverything.

Withinweeks,peoplewhohadpolitely passedonthefreeofferwerepayingforthe structuredone.

WhyThisWorks(AndAlwaysHasinOurIndustry)

Inbiotechandpharma,“free”rarelydrivesactionatthe executiveorstrategiclevel.

requiresinvestment.

Whencompaniesandindividualspay,theyfocus.Theyallocate resources.Theypreparetocapturethevalue.

Therepackagedofferworkedbecauseit:

· specificproblem Defineda (businessownersstuckin operationalgrind).

· clearsolution Offereda (twodaysofstructuredstrategywith measurableoutcomes).

· Requiredemotionalandfinancialcommitment(theactof payingmadethemprioritize).

· Targetedtherightaudienceattherightstage(leaders activelyseekingbreakthrough,notpassiveobservers).

TheExecutiveTakeaway

Whetheryou’repushingapersonalofferorlaunchinga multimillion-dollartherapy,theprincipleisidentical:

Ifthemarketdoesn’tengage,don’tdoubledownonthe originalformoftheidea.

Instead:

1.Audittheaudiencefit.Didyoutargetpeoplewiththe immediateproblemyousolve?

2.Examinetheofferclarity.Couldtheyinstantlyconnectyour solutiontotheirpainpoint?

3.Checkthestakes.Wasthereenoughcost,risk,orurgencyto forceadecision?

Ifanyoneoftheseisweak,yourconversionswillbetoo.

WhyBeing“WeddedtotheOutcome”IsRiskyforLeaders

Whenyouemotionallycommittoaspecificversionofsuccess, youstartignoringdatathatcontradictsit. partnerships,andevenhiring.

Youinterpretlukewarminterestas“theyneedmoreconvincing” insteadof“thisisn’ttherightfitrightnow.”

becauseyou believe theywilleventually

ThePivotMindset

Detachmentdoesn’tmeanapathy.It meansrefusingtoletonepossible outcomebetheonlyoneyoupursue.

Inpractice,itlookslikethis:

· Yourunthepilotcampaign.The uptakeislow

· Insteadofdefendingthepilot,you runastructuredpost-mortem.

· Youidentifymisalignmentpoints.

· Yourepackage,reframe,or reposition—andtestagain quickly.

Inbiotechterms:yourun thetrial,youanalyzethe endpoints,andiftheefficacydata isweak,youadjustthe formulationorindicationratherthan pushingthesamedoseina biggertrial.

APersonalRuleIApplytoEveryLaunch

WheneverItakesomethingtomarket—beitaservice,astrategy session,oramajorresearchcollaboration—Irunitthroughthisfilter:

Ifnoonesaysyes,isthisideastillworthpursuinginadifferent form?

Iftheanswerisno,IknowI’mtooattachedtothecurrentformand notfocusedenoughontheunderlyingvalue.

FinalLessonsYouCanApplyNow

· Don’tconfuseinterestwithintent.Peoplecanloveyouridea withoutbuyingit.

· Addstakes.Timelimits,cost,orcompetitiveadvantagemake decisionshappen.

· Scaleyoursamplesize.Sevenconversationswon'tgiveyoumarket truth.

· Detachfromform,protectthecorevalue.Thebestoutcomes oftenappearinthesecondorthirditeration.

Intheend,thepivotdidn’tjust“save”myidea—itmadeitstronger, moretargeted,andmorevaluabletothepeoplewhoneededitmost.

Andinbiotechandpharma,that’sthegamewe’reallplaying:turning promisingconceptsintomarket-readysolutionsbylettingthedata,not ourego,guidetheway

KeyPoints:

●ChemisphereLabSciences,Inc.isafully Filipino-ownedcompanythatspecializes inanalyticallaboratory,processcontrol, andmanufacturinginstrumentation.

●LedbyManagingDirectorRichieM. Eustaquio,thecompanyhasateamof youngprofessionalswithspecialized sciencebackgroundstomeettechnical demandsandcustomerrequirements.

●Richiesays,“Wearethebridgebetween technologyandinnovation,connecting withend-usersinthemarket.Ourpurpose istoeducate,providesolutions,and collaboratewithcompaniesthatrequire ourproductsandservices.”

Thepharmaceuticalandbiotech

industriesareattheforefrontof developinganddelivering healthcareproductsthatcanimprovethe qualityoflifeformillionsofpeople. However,theseproductsarenotcreatedin avacuum;theyrequirerigoroustesting, monitoring,andoptimizationtoensure theirsafety,efficacy,andquality.Thisis whereanalyticallaboratory,process control,andmanufacturing instrumentationsolutionsplayavitalrole.

Oneoftheleadingprovidersofthese solutionsisChemisphereLabSciences, Inc.,afullyFilipino-ownedenterprisethat specializesinofferingacomprehensive rangeofinstrumentsandservicesto varioussectors,includingpharma, biotech,foodandbeverage, environmental,andeducation.

Navigating the Lab Sciences Frontier with Chemisphere’s Innovative Solutions

Withavisiontobridgetechnologyand innovationandamissiontoeducate, collaborate,andsatisfycustomers,the companyhasestablisheditselfasatrusted partnerinthemarket.

BusinessAPAChadtheopportunitytotalk toRichieEustaquio,thePresidentand ManagingDirectorofChemisphereLab Sciences,whosharedherjourney, achievements,aswellaschallengesand opportunitiesinthepharmaandbiotech markets.

(ThefollowingQ&Ahasbeeneditedfor lengthandclarity)

BusinessAPAC:Thefieldofanalytical laboratory,processcontrol,and manufacturinginstrumentationis constantlyevolvingandexpanding.What inspiredyoutostartChemisphereLab Sciences,Inc.,andhowdidyougrowit overtheyears?

Richie:ChemisphereLabSciences specializesinanalyticallaboratory,process control,andmanufacturinginstrumentation. Westartedasasmallteamoffourpeoplein a25sqmofficeatEntrataUrbanComplexon November14,2014.Ourmainbusinesswas providingserviceandsupportforBruker FT-NIRsystems.Weofficiallybeganour operationsinJanuary2015.

In2018,weacquiredArrowfilTechnologies, Inc.,whichexpandedourproductportfolio tonewmarketssuchassemiconductor, photovoltaic,anddefense.Afterfive successfulyearsintheindustry,wehave developedastrongportfolioofwell-known brandsthatareexperiencedintheir respectivefields.Weofferproductsranging fromtop-of-the-linescientificinstrumentsto generallaboratoryequipment.

Wecatertovarioussectorssuchasfoodand agriculture,pharmaceutical,semiconductor, environmental,andacademe.Our company’smantrais“Laboratory madesimple”.

Wetakeprideinofferingthebestlaboratorysolutionsto ourcustomersbyunderstandingtheirchallengesand needs.Weadoptaconsultativeapproachthatallows themtosharetheirproblemswithconfidenceand receivethemostefficientandcost-effectivesolutions.

BusinessAPAC:Youhaveanimpressiveeducational andprofessionalbackgroundinchemistryandsales. Howdidyoustartyourjourneyinthepharmaand biotechindustry,andwhatmotivatedyoutobecome anentrepreneur?

Richie:IgraduatedwithaBachelorofSciencein ChemistryfromAdamsonUniversityinManila.Right aftergraduation,Ipursuedacareerinsalesandworked withdifferentbigmultinationalcompaniesinthepharma andbiotechindustries.Ilearnedalotfromscratchand graduallyclimbedthecorporateladder.Iwasalso recognizedasaconsistentsalesperformerandreceived severalaccoladesandawards,includingatop salespersonawardinAPAC.Ithinkmyintegrity, credibility,anddisciplinehelpedmedevelopmy leadershipskillsandpreparedmetostartmyown business.

BusinessAPAC:AsthePresidentandManaging DirectorofChemisphereLabSciences,Inc.,youhave alotofrolesandresponsibilitiestofulfill.Howdo youmanagethem,andwhataresomeoftheawards andachievementsthatyouareproudof?

Richie:Ioverseetheoveralloperationsofthecompany andensurethatwemeetourshort-termandlong-term goals.Ialsosetthestrategicdirectionforbusiness growthanddevelopmentandalignedeveryoneinthe companywiththeirtargets.

Oneofourproudestmomentswaswhenwereceivedthe BestLeadingScientificInstrumentsDistribution Companyawardfromaprestigiousbusinessexcellence organizationinDecember2023.Thiswasproofand validationthatwearedoinggreatinourlineofbusiness.

BusinessAPAC:Tellusaboutyourteam.Howdoyou motivateandinspirethemtobeproductive?

Richie:MyteamconsistsofmillennialsandGenZs. Somepeoplethinkthesegenerationsaredifficultto manage,butIdisagree.Theyallhavetechnicalexpertise whenwehirethem,andwetrainthemtodevelopthe skillstheyneedtobethefront-linersofthecompany

Isetthestandardthroughmyactions,leadingbyexample. Demonstratingdisciplineinmywork,Ibelievethat successfollowscloselywhenonemastersself-discipline.I consistentlystandbymyteamduringchallengesand commendthemfortheiraccomplishments.Additionally, weensuretheirneedsaremetbyofferingmonetary incentives.

BusinessAPAC:Howdoyoudealwiththechallenges ofleadinginthepharmaandbiotechindustry?What aresomeofthedifficultiesthatyouhavefacedand overcome?

Richie: Leadinginthepharmaandbiotechindustryisnot easy,asitisdynamicandcompetitive.Iamthetypeof leaderwhodoesnotshyawayfromanychallenge.

Ifacenewchallengesandsituations everyday,whichrequiremetoadapt andrespond.Iseechallengesas opportunitiestogrowanddefine myselfasaleader,soIalwaysface themwithcourageandconfidence.I haveovercomevariousdifficulties, suchascustomerdemands,supply chainissues,organizationalchanges, andmore.Thesehavetestedmy abilitytohandlepressureandfind solutions.

Oneofthemainchallengesisto bridgethegapbetweentechnology, innovation,andthemarket.Ourrole istoeducate,offersolutions,and partnerwithcompaniesthatneed ourproductsandservices.However, itisdifficultwhenthemarketis price-sensitiveandcompromisesthe qualityandsafetyoftheproducts.

“Yur nam is yur gratest badge; safguar i.”

BusinessAPAC:Work-lifebalanceis essentialforanyleader,especiallyina demandingindustrylikepharmaand biotech.Howdoyouachieveitandwhat areyourhobbiesorinterestsoutsidework?

Richie:Myfamilykeepsmegrounded.Iam justanordinarypersonwhenIamwiththem. Wealwaysplanagetawaywhenour schedulesallowit,butIthinkitwillbeharder inthenextfewyearsasmydaughterwillbe busywithherstudies.Inmyfreetime,Ilike toreadself-helpbooks,dosomelight exercises,andwatchmovies.

BusinessAPAC:Thepharmaandbiotech sectorisconstantlyinnovatingand adoptingnewtechnologiesandmethods. Whataresomeofthecurrenttrendsyou observe,andwhatareyourpredictionsfor thefuture?

Richie:Inmyindustry,Iseeagrowing demandfornon-destructiveanalysisand minimalsamplepreparationtechniques.These methodsaremoresustainableandreducethe risksofusingharmfulreagentsinthe laboratory.Ithinkthesetrendswillcontinue anddominatethemarketin2024andbeyond.

BusinessAPAC:Thepharmaandbiotech industryisachallengingbutrewarding careerpathformanyprofessionals.What aresomeofthetipsandinsightsthatyou cansharewiththem?

Richie:Thisindustryisdemanding,butyou havetostartsomewhereandnotbeafraidof theuncertainties.Youhavetotrainyourselfto seethepositivesideofeverydifficulty,asthe experienceswillenhanceyourpersonal growthandbusinessacumen.Youhaveto keepmovingforwardanddevelopastrong workethic.Youalsohavetobuildagood reputationbymaintainingyourintegrity,as yournameisyourmostvaluableasset.

The Undeniable Math Why Your Hospital’s Future Is ‘Buy,’ Not ‘Build’

Let’sbedirect.Thatserverroominyourhospital’s basementisnotanasset.Itisaliability.

Youseeitasahubofcontrol,afortresssecuringyour patientdata.Iseeitasagildedcage,amonumenttoa pastera.Itlocksupyourcapital,drainsyour operationalbudget,andchainsyourbesttechnical mindstothethanklesstaskofmaintenance.Whileyour teamisbusyreplacingafailedharddriveat3AM, yourcompetitor,whoabandonedthismodellastyear, islaunchinganewpatient-facingtelehealthapp.

Fordecades,youoperatedonasimplepremise:to controlyourIT,youhadtobuildit.Youboughtthe servers,youlicensedthesoftware,youhiredthepeople toboltitalltogether.Thisapproachfeltsecure.Itfelt responsible.

Today,thatfeelingisanillusion.Thatapproachisnow thesinglegreatestthreattoyourorganization’sagility, financialhealth,andcompetitiveposition.

Thenewmandateissimpler,bolder,andformany, deeplyuncomfortable.Youmuststopbuilding.You muststartbuying.

Thisisnotadebateabouttechnology Thisisa conversationaboutstrategyandsurvival.Overthenext fewminutes,Iwilldismantletheold“build”modeland giveyoutheruthless,value-drivenlogicforthe“buy” model,knownasSoftwareasaService(SaaS).Thisis theclandestinetechniqueCEOsuse:theyreframethe problemtorevealanobvioussolution.Theycommand influencenotwithcomplexity,butwithclarity.

TheMythoftheFortress:DeconstructingYour On-PremiseLiability

Youbelieveyouron-premiseinfrastructuregivesyou control.Letmeaskyouafewquestions.

DidyoufeelincontrolwhenyourEHRwentdownfor sixhourslastquarterbecauseofaservercooling failure,forcingyourclinicianstoreverttopapercharts?

Doyoufeelincontrolknowingthatyourentiresecurity posturedependsonasmall,overworkedITteam fendingoffstate-sponsoredransomwaregangs?These gangshavebudgetsthatdwarfyourentireIT allocation.

Didyoufeelincontrolwhenyousigneda$2million checkforaserverrefresh,knowingthathardware wouldbefunctionallyobsoleteinthreeyears?

Thisisnotcontrol.Thisistheburdenofownership. Youhaveunintentionallygoneintothedatacenter business,abusinessyouarenotequippedtowin. Insistingonrunningyourownserverstodayislike insistingongeneratingyourownelectricity.Thepower gridismorereliable,morescalable,andexponentially cheaper Yourfocusshouldnotbeonkeepingthelights on;itshouldbeonwhatyoudowiththelight.

The“build”modelconsumesyourtwomostprecious resources:capitalandtalent.Thecapitalyouspendon steelboxesandenterpriselicensesiscapitalyoucannot spendonanewMRImachine,anoutpatientclinic,or patientexperienceimprovements.

Thetalentyouemploytopatchserversandmanage databasesistalentyoucannotdeploytoanalyzeclinical data,streamlineworkflows,orinnovateonpatientcare delivery

Youmustescapethiscage.

The

StrategicFlip:FromCapital

Burdento OperationalAdvantage

Thecoreofthisshiftisasimpleaccountingprinciplethat hasprofoundstrategicimplications.Youmustmoveyour technologyspendingfromaCapitalExpenditure(CapEx) modeltoanOperatingExpense(OpEx)model.

TheCapExModel(Build):Youmakelarge,infrequent, high-riskinvestments.Youspendmillionsoninfrastructure, hopingyouhaveaccuratelypredictedyourneedsforthe nextfiveyears.Ifyouoverestimate,youhavewasted capital.Ifyouunderestimate,yourperformancesuffers,and patientcareisimpacted.Itisarigid,unforgivingcycle.

TheOpExModel(Buy):Yousubscribetoservices.Your costsbecomepredictable,manageable,monthlyexpenses. Whenyouneedmorecapacity,youadjustyour subscription.Whenyouneedanewcapability,likea patientschedulingtool,youaddanewservice.Thisisnot justanaccountingtrick;itisthekeytoorganizational agility.ImaginethisconversationwithyourCFO.

OptionA(Build):“Ineed$1.5millionforastoragearray refresh.It’sacriticalcapitalexpensewemustmakethis year.”

OptionB(Buy):“Iameliminatingour$1.5million storagerefreshproject.Instead,wewillsubscribetoa HIPAA-compliantcloudstorageserviceforapredictable $20,000permonth.Wecannowreallocatethat$1.5 milliontofundthelaunchofthreenewurgentcare centers.”

Whichconversationdoyouwanttohave?Thesecond optionmovesyoufromtheITbusinessbackintothe healthcarebusiness.ThisisthestrategicpowerofSaaS.

TheFourPillarsofSaaSDominance

Whenyoushiftfrombuildingtobuying,youarenot justchangingyourexpensemodel.Youareacquiring fourstrategiccapabilitiesthatarenearlyimpossibleto replicatein-house.

Pillar1:YouRadicallyAccelerateInnovation

Intheoldmodel,launchinganewservice—apatient portal,abillingsystem,atelehealthplatform—wasa monumentalundertaking.Itinvolvedmonthsof procurement,development,integration,andtesting.

WithSaaS,yousubscribe.Yourteamcantest,iterate, anddeploynewideasinweeks,notyears.Youwantto trialanewpatientengagementplatform?Yousignupfor apilotprogram.Ifitworks,youscalethesubscription.If itfails,youcancelitandtrysomethingelse.Youfail fast,youfailcheap,andyoufindwhatworks exponentiallyquicker Thisspeedbecomesyourprimary competitiveadvantage.Itallowsyoutorespondto patientdemandsandmarketshiftswhileyour“building” competitorsarestilldraftingprojectproposals.

Pillar2:YouWeaponizeYourData

Yourlegacysystemsaredatasilos.Theywerebuiltfora differenttimeanddonotcommunicatewitheachother withoutexpensive,brittle,customintegrations. Interoperabilityisapipedream.

ModernSaaSplatformsarebuiltontheprincipleof connection.Theyuseopenstandards,likeFast HealthcareInteroperabilityResources(FHIR),toshare dataseamlessly YournewSaaS-basedEHRcanspeak directlytoyourSaaS-basedlabsystem,whichcanspeak directlytoyourSaaS-basedbillingplatform.

Thisiswheretheterm“360-degreeview”stopsbeinga buzzwordandbecomesaclinicalandoperational weapon.Whendataflowsfreely,youcanseeinreal-time whereoperationalbottlenecksarechokingyourrevenue cycle.Youcangivecliniciansatrulycompletepatient historyatthepointofcare,pullingdatafrommultiple systemsintooneunifiedview.Youstophoardingdatain stagnantpondsandturnitintoariverofactionable intelligence.

Pillar3:YouOutsourcetheSecurityArmsRace

Let’sbeblunt.Yourorganizationcannotwinthe cybersecurityarmsrace.Microsoftwillspendover$20 billiononsecuritythisyear.AmazonandGoogleoperate onasimilarscale.Theyemploythousandsofthe world’stopsecurityengineers.Theirentirebusiness modelrestsontheirabilitytoprotectdataand maintaincompliance.

Whenyouuseareputable,healthcare-focusedSaaSprovider, youarenotjustbuyingsoftware;youarebuyingasliceof thatmulti-billion-dollarsecurityapparatus.Youarebuying their24/7threatmonitoring,theirautomatedpatching,their physicaldatacentersecurity,andtheirteamsofcompliance expertswholiveandbreatheregulationslikeHIPAA.

Maintainingcomplianceisnolongerafrantic,manual checklistforyourteam.Itisacorefeatureoftheserviceyou subscribeto,auditedandcertifiedatalevelyoucouldnever affordtoachieveonyourown.Youmovefromapositionof defensetoapositionofoutsourcedstrength.

Pillar4:YouAchieveTrueSystemResilience

Whatisyourdisasterrecoveryplan?Isitasetofbackup tapesinafireproofsafe?Haveyoueveractuallytesteda full-systemrestore?Howlongwouldittake?

ThisisascenariothatkeepshospitalCIOsawakeatnightfor goodreason.Formoston-premiseenvironments,true,tested resilienceisamyth.

AmatureSaaSsolutionprovidesthisbydefault.Yourdatais notjustononeserver;itisreplicatedacrossmultiple, geographicallydistinctdatacenters.Ifafloodtakesouta facilityinVirginia,yourapplicationsfailovertoadatacenter inOhio,oftenwithnoperceptibledowntime.Thisisn’tan expensiveadd-on;itisfundamentaltothearchitecture.This resiliencetranslatesdirectlytocontinuityofcare.Itmeans yourclinicianscanaccesspatientrecordsduringapower outage,ahurricane,oracyberattack.

TheNewMandate:YourRoleasaLeader

Thisshiftchangestheverynatureoftechnologyleadership. YourCIOandtheirteamarenolongermaintenancecrews andsystembuilders.Theybecomestrategists,vendor managers,andservicebrokers.

Theirnewjobisto:

1.Vetpartnersruthlessly:Theymustconductdeepdue diligenceonpotentialSaaSproviders,scrutinizingtheir security,compliance,andfinancialstability

2.Negotiateironcladagreements:Theymustmastertheart oftheServiceLevelAgreement(SLA),definingclear termsforuptime,performance,andsupport.

3.Managetheintegration:Theymustensurethatthe servicesyoubuyworktogetherasacohesivewhole, managingtheflowofdatabetweenplatforms.

Thisisamorestrategic,morevaluablerole.Itfocuses humantalentonextractingvaluefromtechnology,notjust keepingitrunning.

TheInevitableFutureIsAI-Infused

ThefinalpieceofthislogicisArtificialIntelligence.AIis notaproductyouwillgooutandbuy.Itisafeaturethatis beingembeddeddirectlyintotheSaaSplatformsyouwill use.

AI-poweredclinicaldecisionsupportwillbeafeaturein yourEHRsubscription.AI-drivenpatienttriagewillbepart ofyourschedulingsoftware.AI-basedanomalydetection willbeacomponentofyourrevenuecyclemanagement tool.

ByadoptingaSaaS-firstmodel,youpositionyour organizationtoabsorbtheseAIadvancementsasthey happen.YoudonotneedtohireateamofPh.D.data scientiststobuildpredictivemodels.Yousimplyneedto enablethefeaturefromthetrustedSaaSpartneryouhave alreadyvetted.ThisallowsyoutoleveragetheR&D budgetsoftheworld’slargesttechcompaniesfora predictablemonthlyfee.

TheChoiceIsYours

Weareataninflectionpoint.Theargumentsfor maintainingyourownon-premiseITinfrastructurehave crumbled.Itisslower,moreexpensive,lesssecure,andit shacklesyoutothepast.

Thepathforwardisclear,logical,andstrategicallysound. Youmustshiftyourmindsetfrom“building”to“buying.” FrameITnotasacostcentertobeminimized,butasa portfolioofstrategicservicestobemanaged.

Thisishowyouwillwin.Youwillbecomemoreagile, moreinnovative,moresecure,andmorefinanciallysound. Youwillfreeyourcapital,yourpeople,andyourfocusto dowhatyouactuallydo:deliveroutstandingpatientcare.

Thechoiceisyours.Youcancontinuetopatchthe crumblingwallsofyourfortress,oryoucanstepoutside andjointhenewera.Yournextleadershipmeetingshould haveonequestionontheagenda:Whatisourplantoget outoftheserverbusinessandfullyintothehealthcare business?

Yourfuturedependsontheanswer

TikManTylerCheng

SHAPINGTHEFUTUREOFBIOTECH WITHNANOTECHNOLOGY

TikManTylerChengisasuccessfulentrepreneur andinnovatordeeplycommittedtocreating inspiringcompaniesinbiochemicalmedicaland healthproducts.Withastrongpassionfortransforming industries,TylerCheng’sjourneyastheFounder,CEO, andDirectorofMasterMaskerTechnologyshowcaseshis outstandingleadershipanddetermination.

TylerChengbeganhisentrepreneurialjourneyinhisearly years,guidedbyavisiontomakeameaningfulimpact.In 2018,heenrolledattheHongKongUniversityofScience andTechnology,layingthefoundationforhis entrepreneurialaspirations.There,heearnedaBachelorof ScienceinChemistry(EnvironmentalandAnalytical ChemistryOption),withminorsinSocialScienceand BiologicalScience.Duringhisacademicjourney,Tyler foundedPerbookingBiologicalTechnologyCompany Limited,markingthestartofhisremarkableentrepreneurial career

Throughouthiscareer,TylerChenghasconsistently demonstratedexceptionalteammanagementskills,leading globalteamstoachieveambitiousbusinessgoals.Heis renownedforhisrapidlearningabilities,innovative mindset,andresults-drivenapproachtobusiness development.

Tyler’sentrepreneurialspiritshinesasheboldlyentersthe competitiveworldofstartups.Despiteinitialchallengesand skepticismfromhisteam,hepushedforwardwiththe foundingofMasterMaskerTechnology,acompanyborn fromhisunshakablebeliefinseizingopportunitieswhile young.TylerCheng’sdeterminationandcouragehaveset himapartasapioneeringfigureintheentrepreneurial landscape,makinghimtheonlybachelor’sdegreestudentto initiateacompanyoncampusduringhisfirstyear

TylerCheng’sKeyRolesandResponsibilities

TikManTylerChenghasessentialrolesandresponsibilities relatedtostrategicplanningandexternalpartnerships.His primaryroleistoplanthecompany’sfuture,settingits overallgoalsanddirection.Thisincludescreatinglong-term objectives,likewhatthecompanyshouldachieveinthenext fivetotenyears.Tylerexcelsatstrategicplanning,ensuring thecompanyhasaclearandforward-thinkingroadmap.

Furthermore,TylerChengplaysavitalroleinestablishing andmaintainingrelationshipswithexternalpartnersand companies.Whencollaborationandbusinessopportunities arise,hetakestheleadinengagingwithexternalentities.

Thisinvolvesnegotiatingandformingpartnershipsto drivethecompanytowardssuccess.Hisabilitytoconnect andcollaboratewithotherorganizationsunderscoreshis positionasastrategicleaderandanintegralpartofthe company’sgrowthanddevelopment.

MasterMaskerTechnology:Innovative NanotechnologySolutionsforaBetterWorld

MasterMaskerTechnologyCompanyLimited,founded inJuly2021andbasedattheHongKongUniversityof ScienceandTechnology(HKUST),isapioneering startupwithavisiontobringpositivechangetothe world.Committedtomakingvaluablecontributionsto thecommunity,MasterMaskerTechnologyfocuseson innovationtoprovideadvancedbiochemicalcleaningand protectivesolutions.Thejourneybeganin2018with Tyler’sresearchoncampus,wherehedevelopedthe technologywithhisprofessor Tylerdescribeshis companyasa“BiochemicalTechnologyResearchand ConsultationCenter”(BTRCC).

Thecompany’sgoalistoofferstate-of-the-artsolutions tocustomersinvariousregions,includingtheUnited States,theGreaterBayAreainChina,andtheHong KongSpecialAdministrativeRegion.Whileinitially recognizedforitsNanoCoatingappliedtomasksfor protection,MasterMaskerTechnologyhasexpandedits horizons.Theyarecurrentlyintheresearchand developmentphasetointroducenano-coatingforfood packaging.Thismovealignswiththeircommitmentto sustainabilityastheyaimtoreplacetraditionalplastic packagingwithbiodegradablenanomaterialstoreduce environmentalharm.

MasterMaskerTechnologyisnotlimitedtoasingle industry;itaimstousenanotechnologytoaddressdiverse challenges.Theirinnovativeapplicationsof nanotechnologygobeyondmasksandfoodpackaging andextendtoskincareproducts.Throughcollaboration withpharmaceuticalcompaniesinHongKong,theyhave successfullyincorporatednanotechnologyintoskincare creamsandsunscreens,usheringinaneweraofskincare solutions.

Thecompany’sdedicationtoinnovation,sustainability, anddiversificationacrossindustriespositionsMaster MaskerTechnologyasaforward-thinkinganddynamic playerinthefieldofadvancedbiochemicalsolutions. Theirmissionistomaketheworldabetterplacethrough cutting-edgetechnology

MaximizingEfficiency,Adapting Structure,andEmbracingTechnological Growth

Asaleaderinastartupcompany,Tyler Chengfacedsignificantchallengesand developedstrategiestoovercomethem. Themainhurdlesincludedlimited resources,evolvingorganizationalstructure, andslowertechnologicaldevelopment.

Resourcelimitationsarecommonfor startups.Tylerandhisteamhadtomakethe mostoflimitedfinancesandpersonnel.It involvedadoptingaresource-efficient approach,settingclearpriorities,and focusingonessentialtasksalignedwiththe company’sgoals.Instartups,individuals oftentakeonmultiplerolestocompensate forthelackofstaff,makingorganizational structureacriticalconsideration.

Efficientresourcemanagementbecame crucialasTylerandhisteamworked diligentlytooptimizetheirlimited resourcesandstreamlineoperations formaximumefficiency Theysetclear prioritiesandremainedfocusedon coretaskscrucialtothecompany’s growth.Adaptabilityandflexibilityin arapidlychangingenvironmentwere keytoaddressingthesechallenges.

Startupstypicallyencounter constraintsintechnological developmentduetolimitedaccess toresearchandtechnologyresources, especiallywhencomparedtobig corporations.Thisconstraintcan resultinslowertechnological development,potentiallyhindering thecompany’sabilitytocompete effectivelyinthemarket.

Toovercomethesechallenges,TylerCheng andhisteammaintainedalong-termvision forthecompany.Theyunderstoodthatthe initialphasesofastartupcanbeslow,but perseveranceandcommitmenttoongoing technologicaldevelopmentareessential. Bykeepingtheirsightsonthefuture,Tyler andhisteampositionedtheircompanyto graduallyovercomethesechallengesand ultimatelyachievegrowthandsuccessas thecompanymaturedandexpanded.

TylerCheng’sPerspectiveonWork-Life Balance

TylerChengopenlyacknowledgesthat, especiallyintheearlystagesofhisstartup journey,heprioritizedworkoverachieving awork-lifebalance,sometimestotheextent ofhavingnobalance.Hepointsoutthat whilework-lifebalanceisessentialfor manypeopleandanimportantlifestyle choice,becomingoverlyfixatedonitcan hinderacompany’seffectiveness.

Tyler’sperspectiveunderscorestheidea thatachievingawork-lifebalance, particularlyintheinitialphasesofastartup, canbechallenging.

As an entrepreneur, it is one’s duty to keep work balance as a priority to make business prosper. “ ”

Heemphasizestheneedtoinvesta significantamountofeffortandtime tobuildasuccessfulbusiness,evenif itmeanstemporarilycompromising one’spersonallife.

Hebelievesthatlifeandworkoften involvetrade-offs.Ifsomeone choosestofocusontheirpersonal life,itmaycomeattheexpenseof potentialfinancialgains,andvice versa.Tylerfirmlymaintainsthatthe decisionbetweenfocusingonlifeor moneyultimatelydependsonan individual’sprioritiesandwhatthey valuemost.

AdviceforAspiringBiotechnology Leaders

TylerChengoffersvaluable adviceforaspiringleadersin thebiotechnologyindustry, emphasizingtheneedtobecomea trueprofessionalinthefield. Heacknowledgestherapidand ever-changingnatureofthebiotech industry,wheretrendsandpriorities canshiftsignificantlyinashortspan.

Hisadviceunderscoresthe importanceoffoundational knowledgeandcontinuous learning.Tylersuggests thatindividualsshould takethetimetoacquirea solidunderstandingofthe basicsofbiotechnology. Bybuildingastrong foundation,theycanadapt moreeffectivelytothe industry’sdynamicchanges.

Furthermore,Tyler encouragesaspiring leaderstoidentifyspecific areasofinterestwithin biotechnology.Itinvolves findinganicheortopicthat resonateswiththem.Once theychooseaprecisesector, herecommendsimmersing themselvesinresearchand developmentrelatedtothat domain.Thisfocused approachallowsindividuals togainexpertiseandmake meaningfulcontributionsto thefield.

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