In the relentless pursuit of advancing healthcare, the role of contract research organisations (CROs) has become pivotal. Leading the way in this domain is Altasciences—a CRO/CDMO distinguished by its unique approach and visionary outlook.
Chris Perkin, the CEO of Altasciences since 2010, embarked on a mission to unite brilliant scientific minds to transform the outsourcing paradigm for drug development. Altasciences doesn’t merely provide research services; it crafts comprehensive solutions that traverse the entire spectrum of early drug development—from preclinical research to early-phase clinical trials and beyond.
Altasciences’ significant footprint spans nine facilities across Canada and the U.S., complemented by a strategic presence in the UK. What sets them apart is their specialisation in seamless, end-to-end early-phase drug development. The array of services offered—preclinical and clinical solutions, drug formulation, manufacturing, analytical services, bioanalysis, and the full scope of supporting CRO services—positions Altasciences as an all-in-one solution for sponsors.
Our recent interview with Chris provides insight into the pioneering role of Altasciences in evolving the CRO industry!
Can you give us a brief overview of your career in the drug development industry?
I have been in the drug development industry for almost 50 years. I started as a preclinical study director in 1975 in England, and stayed in the preclinical space until 2010, with stops along the way in the pharmaceutical industry and a move to Canada. I went from Study Director to Director of Toxicology, to General Manager, to Senior Corporate Vice President of a large international CRO. By 2004, I managed that same CRO’s preclinical sites: four in the U.S., two in Canada, and one in China. Since 2010, I’ve been CEO of what is now Altasciences.
What inspired you to join Altasciences?
Before joining Altasciences, I often questioned why all the pieces needed for drug development, particularly early drug development, had to be separate—contracting different CROs for different phases and services. It never made sense to me. The idea of a single CRO that could move a drug through all the early stages of development had been talked about for years, but nothing had really been done to make it happen. I was inspired to transform this outsourcing paradigm, and that’s exactly what we’ve accomplished at Altasciences.
What are the core values upon which Altasciences is built, and what is the mission of the organisation?
Our mission is straightforward: We help sponsors reach critical decision-making milestones faster by improving the speed and ease of the overall drug development process. In fact, unlike most in the industry, we view the process as a continuum with intersecting parts, instead of a series of steps.
In terms of values, we believe in communication, transparency, dependability, honesty, and good science. We treat our clients like colleagues and their projects as our own. Because we often collaborate with sponsors on more than one phase of a programme, we really get to know them and every detail of their projects, and are best positioned to support them through their journey. This is what we mean when we say we “move in unison to deliver a big impact with a personal touch.”
What makes Altasciences the most powerful and integrated early-phase drug development solution in the industry?
I’ll give you three words: Proactive Drug Development. These words encapsulate our approach and our promise to our partners. We unite all early-phase CRO and CDMO activities within one organization, Altasciences— removing the need for multiple service providers, mitigating risk, and safely condensing timelines. With teams and systems that talk to each other, and operations that are centrally coordinated, the client never has to repeat themselves as they move their new drug through the development process, ensuring a smoother and faster transition into the next stages.
We can save sponsors up to 40% in time. In turn, clients can meet their milestones with ease, getting better drugs to the people who need them, faster.
How do you ensure that Altasciences stays at the forefront of innovation in the CRO industry, and what role do you play in driving this innovation?
To me, innovation is not synonymous with “new.” Innovation can mean doing something differently—finding a different way. And that’s what we’ve done at Altasciences. How we have integrated and linked all the pieces of early-phase drug development together is not rocket science, but it is innovative in our industry. We listened to what sponsors were saying about their drug development pain points and created solutions that addressed them head-on. And we continue to listen and adapt—this is how we stay at the forefront of innovation.
Over the last five years alone, we have significantly increased capacity and our portfolio through both acquisitions and organic growth to meet the growing needs of our clients—we’ve added six locations: a CDMO facility in Philadelphia, a third clinical unit in Los Angeles, and three more preclinical facilities in Scranton, Sacramento, and Columbia; as well as an office in the UK. We’ve also expanded many of our facilities, the most recent being an expansion of the bioanalytical laboratory at our preclinical facility in Columbia, as well as a 35,000-square-foot addition to our CDMO facility.
We drive innovation through both our science (the complex research we do) and knowledge sharing. We have published almost 50 issues of our own scientific journal (The Altascientist), as well as a plethora of eBooks, audiobooks, webinars, and podcasts. We also host scientific talks and present scientific posters at industry conferences, in addition to organising our own symposia. All of which give opportunities to exchange with and learn from other industry leaders.
Can you share some examples of Altasciences’ pioneering excellence in early-phase drug development in Europe?
Novo Holdings’ acquisition of Altasciences in 2021 helped us increase our presence in Europe and shortly after, we established an office in the UK—a strategic move that demonstrates our commitment to providing enhanced services and support to our partners and clients in Europe. Our programme managers in Europe are able to use and share their knowledge of regional nuances, foster strong relationships, and provide tailored solutions to meet the specific needs of our European clients.
We have proactively formulated robust strategies to support European countries in navigating regulatory shifts, particularly in the conduct of first-in-human trials. With MHRA and EU regulatory timescales causing lengthy delays, our ability to pursue INDs in the U.S., and CTAs in Canada, is a huge benefit to our European clients. We have hosted two well-attended symposia in the past two years in the UK to exchange with peers and lead a discussion about fundraising, the state of drug development in Europe, and a wealth of research topics.
With Altasciences, location is not an issue. We harness a proprietary communication platform and centralised scheduling system to deliver a seamless provision of our expertise, irrespective of geographical boundaries, ensuring efficiency and accessibility for our partners.
What sets Altasciences apart from other CROs in Europe, and what unique value does it offer to clients?
At Altasciences, we have the ability to take a drug from preclinical testing into clinical development, including proof of concept. We can also support clients with their drug manufacturing. This is unique in the current market, and it allows European clients to partner with one CRO for their early-phase drug development.
Our programme management team follows the client’s molecule across each of these phases, providing a centralised point of contact. Additionally, with programme managers across North America and in the UK, sponsors can benefit from a dual project management structure. With teams working across various time zones, our programme and project managers can easily provide at least 12 hours of availability each day.
Our scientific and business advisory teams include three advisors in the UK. They have a deep understanding of the European market and are readily available to clients.
What are some of the biggest challenges you have faced as CEO of Altasciences, and how have you overcome them?
I joined Altasciences because I saw an opportunity to address sponsors’ pain points. I knew that, as CEO, I could implement my vision of a one-stop, integrated early drug development solution company. At the time, this was a revolutionary idea, so the biggest challenge was obtaining buy-in from investors, employees, and potential clients. The first step was building the right team of like-minded individuals. Then, we had to communicate our vision clearly and effectively.
Most of these challenges were surmounted by establishing a strong internal foundation. This was achieved through feedback from focus groups with clients and prospective clients, as well as consistent, candid, and open communication with all staff members, receptiveness to constructive criticism and novel ideas, implementation of new processes and proprietary software, and most importantly the acknowledgment and celebration of team accomplishments. The principle of integration emerged as the cornerstone of the company, recognising that it had to be ingrained in our culture from the very beginning and could not be back-engineered.
How do you balance the need for quality and compliance with the drive for innovation and efficiency in the services that Altasciences provides?
Quality at Altasciences means ensuring our services are reliable, effective, and safe, as well as in line with all regulatory guidelines. Rigorous quality control measures are embedded in all aspects of our operations.
We operate within a framework of strict regulations and guidelines with harmonised SOPs, ensuring that our services comply with industry standards, legal mandates, and regulatory requirements worldwide. This is non-negotiable.
Our pursuit of excellence doesn’t stop at adherence to quality and compliance. Innovation and efficiency are equally integral to who we are. We continuously seek innovative solutions and workflows, leveraging the latest technologies and methodologies to enhance our services, such as developing the proprietary communication platform and the centralised scheduling system that I mentioned earlier. We also continually optimize processes and refine our operations to deliver results with unmatched efficiency.
At Altasciences, we take pride in pushing boundaries, exploring new horizons, and providing solutions that anticipate the evolving needs of our clients and the industry, while maintaining the highest standards of quality and compliance.
How does Altasciences’ approach to research and development differ from other CROs in Europe?
It can be summed up by the three words I defined earlier: Proactive Drug Development. Our ability to simplify and streamline by centralising drug development for sponsors is what makes Altasciences different. A sponsor can partner with us to accomplish all their early-phase drug development, eliminating the need to contract and manage multiple vendors to get the work done. By aligning our services, teams, and sites, we eliminate communication gaps and transfer delays between various development stages. Complementary programme management centralises all scheduling, finance, and overall communication for our clients—relieving the administrative burden on their part. We are also not limited by a linear, task-based approach. One example of this is how we can plan a client’s clinical programme while preclinical safety assessment is ongoing so that they can start first-in-human trials as soon as they receive regulatory approval. With this type of parallel processing, we deliver valuable decision-making data, faster—without increasing risk. In all these ways, Altasciences makes the drug development process easier and more efficient for the sponsor.
Can you provide some insights into Altasciences’ future plans and its role in shaping the future of the CRO industry?
Our vision will not change—we will continue to be the one-stop solution for early-phase drug development. We are committed to building even more relationships with clients for end-to-end programmes as this is where they can experience the greatest benefits of choosing Altasciences as their partner. To achieve that, we’ll do as we’ve always done… nurture relationships, build strategic partnerships, and meet clients wherever they are in their journey; we’ll continue to listen to clients’ needs and wants, and will look for ways to provide an even more comprehensive and stronger solution. Immediate future plans include further expansions to our preclinical sites and bioanalytical laboratories. Additionally, we will continue to grow our presence in Europe.
How does Altasciences integrate sustainability practices into its operations for environmentally responsible drug development?
In our industry, social responsibility goes beyond compliance—it’s a fundamental obligation. We continue to strive for excellence through diversity, inclusion, and a pledge to create a positive social change. Our goals include addressing critical issues, like GHG and science-based emissions, and upholding the United Nations’ Global Compact’s Ten Principles, which covers human rights, labour, environment, and anti-corruption. Our dedication to ESG principles forms the bedrock of our ethos.
All of our teams have received formal training on ESG principles. We have various programmes and policies in place to support our employees, and we work hard to create a positive work environment. We aim to significantly reduce our emissions by 2030. Furthermore, we’ve implemented ethical policies in areas such as anti-corruption, data privacy, and information security, and we conduct regular audits of control procedures and information security risk assessments.
What advice would you give to budding entrepreneurs and enthusiasts aspiring to venture into the research space?
Don’t be afraid to question the status quo—to innovate, to take chances, to choose a different path. Change is slow in an industry like ours, and the proven, established standard is often preferred over out-of-the-box thinking. When I started on my vision for Altasciences, we received a lot of raised eyebrows because it had never been done before. Through passion, determination, and innovation, we were able to prove that there is another way to outsource research; we don’t have to settle for the status quo. Perseverance and a good plan will attract others who are like-minded, and that will become your foundation.
