the move to specialist
seen many consultancies shed staff over the last few years. We have also
seen the emergence of many “one-man-band” consultancies either through the
desire of individuals to be their own boss, or because forced redundancy has
driven them to strike out on their own.
midst of this turmoil we have also seen many specialist single-sector
consultancies continue to thrive.
specialist healthcare & life sciences consultancy, we intend to remain in
the last category!
consultancies such as ours face a challenge. How can they employ a
sufficiently high number of staff to cover all aspects of research,
development, commercialisation and finance, across a broad range of
technologies and therapies, for biotech, pharmaceutical, diagnostic, medical
technology and healthcare services companies?
answer, of course, is that they cannot.
consultancies get around this problem by making do with what they have. In
other words, projects will be staffed with the individuals who happen to be
employed by the consultancy at the time. When times are good the
consultancy can afford to employ a broad range of staff, when times are bad
they cannot. This obviously compromises the quality of work that can be
delivered to the client.
solution is to operate a hybrid business model, by employing a small number
of “broadly skilled” individuals, whilst at the same time building an
extensive network of niche specialists who remain either self employed, or
employed in a separate niche consultancy.
are interested in becoming part of our business model, either as an
employee, an associate or through an alliance, please contact