Avertim looks to turn ambition into realisation in life sciences
As the life sciences industry faces multiple headwinds, organisations in the sector need to transform to remain competitive. Karst-Jan de Jong, managing director of Avertim, discusses the challenges in the market, and how Avertim is supporting clients to overcome them.
Times have changed in the life sciences industry. While the industry enjoyed exceptional growth in recent years – with pandemic-era demand, coinciding with low capital costs for a boom period in pharmaceuticals – the market is now very different. Capital costs have risen sharply, and the market is more competitive than ever.
“It’s no longer just about the best idea,” De Jong begins. “Anyone who wants to compete today must also be able to implement an idea rapidly and cost-effectively.”
Outlining the circumstances in the industry, he notes that the coronavirus period explosion in investment and growth partially led to this. With more demand, and cheaper lending, a glut of competition emerged. Responding to that, companies sought to hire more staff – both to keep up with demand, and the talent-pool of rivals – and now “that investment needs to be recouped.”
But according to De Jong, this challenging era also offers opportunities. “Companies that choose to establish efficient operations now are building a sustainable future,” he notes.
Digitalisation and AI as the key to efficiency
The firm De Jong leads in the Netherlands, Avertim, specialises in life sciences transformation. Originally from Belgium, and active in several European countries, the organisation helps industry players streamline their internal processes. “Our people know how to structurally improve development and production processes.”
In an age of digitalisation and artificial intelligence, technology is playing an increasingly important role in this. However, while the time of “everything revolving around human insights and intelligence” might be over, he believes it is key not to move too far in the other direction.
“AI offers opportunities to accelerate processes, make them consistent and more predictable – think of reducing human error, analysing data more quickly, or standardizing reporting. But in a strictly regulated environment, implementing such technology isn’t a matter of simply ‘turning it on’.”
That’s why Avertim approaches AI as a strategic tool for the medium term. “We pioneer AI applications that are still in the exploratory phase. The focus is mainly on the ‘augmented human’, solutions where employees are supported [rather than replaced] by AI technology.”
For a quick example, he points to quickly searching large amounts of data, or creating standard reports or documentation. AI supports this, but certainly doesn’t make its own decisions yet. The technology exists, but it still needs to be integrated into ways of working. This requires both care and vision – but according to De Jong, now is precisely the time to invest in such preparation.
“Those who start experimenting now and building reliable, explainable AI solutions will soon make a difference in speed and quality. We help customers take those first steps – with respect for compliance and an eye on the future.”
Combination of thinking and doing
Avertim is proud of its collaborative approach to client engagements. From large pharmaceutical companies to innovative biotech companies, the consulting firm operates at various levels within organisations: from strategic issues through to optimising production processes and compliance management.We’re a consultancy that connects strategy and operations,” expands De Jong. “We help shape the direction and also handle practical implementation. This involves digitizing processes, setting up new production facilities, and supporting the introduction of new medicines. Consulting goes beyond PowerPoint decks: it’s about execution, results, and impact.”
This close involvement with the client is what really sets the firm apart from other consultancies, De Jong argues. By working “from the core of the business and understanding the processes, regulations, tools, and culture of the industry”, it is able to better engage with a client’s pain-points. “We bring expertise in areas such as process optimisation, change management, and digitalisation.”
Ambition and realisation
With the European life sciences sector at an important crossroads, De Jong says that Avertim is well-positioned to help industry players navigate the evolving market.
“Avertim wants to be the link between ambition and realisation. We help our clients translate their ideas into feasible, scalable processes. Because only then will you make an impact – not just on the market, but also on the lives of patients.”
“The change we’re seeing in the market calls for new ways of thinking and working to remain competitive. This challenge comes with an important silver-lining – it is precisely in times like these that companies have the opportunity to differentiate themselves and stand out. “At Avertim, we’re happy to help with achieving these goals.”
