In pharmaceutical outsourcing, technical expertise and contract terms matter, but communication often determines whether a project meets its timelines, budget, and development goals. According to Allison Vavala, Senior Director of Business Development at Flamma, successful partnerships are built on transparency, realistic expectations, and a commitment to addressing issues early. 

Consistent Communication Creates Stronger Partnerships 
“As a CDMO, our projects with sponsor companies are very important,” said Vavala. “When things are working well, you have consistent communication and not only consistent, but transparent communication.” 

She emphasized that setbacks are inevitable, but open dialogue allows teams to address challenges before they threaten the program. 

“Things are always going to be happening that are outside of your control,” she said. “How you address that and move forward is really going to pave the pathway for a successful partnership.”

Information Shared Early Leads to Better Planning 
“At the beginning, when we’re crafting the proposal, the initial RFP tech package that we receive is critical for us to evaluate the project,” she said. 

Complete information helps CDMOs assess resource requirements, timelines, and costs. A poorly written RFP causes unnecessary delays in the quoting process and, in some cases, can lead to projects with significant scope changes and extended timelines as the project proceeds. 

“I’m definitely of the mindset that I’m not going to give you timelines that you want to hear in order to win the project,” Vavala said. “I want to set you up for success, not change orders or changes to the timeline.” 

She also noted that sponsors should continue sharing updates as development progresses. 

“If you were able to optimize and reduce the volumes, and now it seems to be working better, any of that information that we might be missing is critical,” she said. 

Clear Roles Help Keep Programs on Track 
Vavala recommends establishing clear ownership among project managers, technical teams, and senior leaders. 

“Sometimes you’re so focused on the details that you need to step back and see: Are we on track with this program?” she said. “Are we going to deliver the clinical trial material when it is needed?” 

Use Informal Check-ins to Surface Concerns 
Formal project meetings are important, but they may not provide enough space to discuss communication or relationship concerns. 

Vavala described the value of a separate check-in between the CDMO relationship lead and the sponsor’s project lead. These conversations can reveal problems before they become significant barriers. 

“You can have a real check in to find out what is working for your team,” Vavala said. “Maybe someone on my team is not communicating in the way they should therefore the sponsor team is not receiving the information effectively.” 

At Flamma, we often use quick high-level meetings with stakeholders. We limit these short calls to a very tight circle of players from both sides in order to prevent any issues that could quickly get out of control. 

“If you get ahead of it and have those honest conversations, I think that goes a long way,” she said. 

Address Changes and Challenges Early 
Early communication allows both sides to plan rather than react. It also gives teams the ability to manage change and reduces the likelihood of unforeseen delays or costs. 

“If they have any changes in their program, the sooner those conversations are communicated, the sooner we can try to get ahead of them,” Vavala said. 

The same principle applies when projects encounter challenges. 

“If you have trust and rapport with the sponsor, then communicating with your lead point of contact before escalating to leadership is definitely the first place to start,” she said. 

“You’re approaching it by asking what we can do together, for the greater good of the program, to make sure things don’t derail and that we’re working together to find a solution.” 

A Shared Responsibility 
Ultimately, effective communication is not about holding more meetings. It is about ensuring the right information reaches the right people early enough to support sound decisions. Organizations that communicate openly and view challenges as shared responsibilities are better positioned to navigate uncertainty and deliver successful outcomes.