How to Manage Your Pharma Tech Needs Without Losing Control

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Managing tech talent in the pharmaceutical sector without inflating costs or losing operational agility has become one of the industry’s greatest challenges.

Tech demands in pharma are growing faster than most internal teams can handle. AI, advanced data systems, automation, and next-gen CMS & DXP platforms are redefining operations. Yet, as innovation accelerates, recruiting and onboarding the right tech talent isn’t keeping up—creating bottlenecks and driving up hidden costs.

Why is tech talent management so hard in pharma?

The real challenge is not just finding qualified professionals, but integrating them quickly and efficiently—without bloating the organization or breaking compliance frameworks.

  • Internal hiring processes are slow, often taking over 90 days for key roles.
  • The Average Vacancy Cost (AVC) for tech roles in pharma can exceed €35,000 per open position.
  • Full outsourcing may speed things up but risks disconnecting teams from critical business processes.
“The real goal isn’t just to hire talent—it’s to integrate them smoothly into highly regulated and quality-driven environments.”

What’s actually working? Four flexible models that deliver results

Top pharma companies are adopting new, more agile ways to meet their tech talent needs—without losing control or compliance.

Here are four of the most effective approaches being used today:

1. Talent-as-a-Service (TaaS)

On-demand access to specialized tech professionals, without adding to the permanent headcount.

This model is perfect for high-intensity projects, migrations, or AI rollouts, offering fast onboarding with limited structural risk.

  • Scales with project demand.
  • Faster onboarding, lower friction.
  • Maintains cost control and delivery deadlines.
“TaaS activates the right talent at the right time—no permanent overhead required.”

2. Hybrid internal/external teams

External experts embedded within in-house teams, fostering true collaboration.

This approach blends external agility with internal know-how, while maintaining quality and compliance alignment (GxP standards).

  • Supports knowledge transfer and internal upskilling.
  • Ensures regulatory process alignment.
  • Enhances delivery performance through blended teams.
“Hybrid teams combine external speed with internal business intelligence.”

3. Fractional models

Senior professionals working part-time or on specific objectives.

Ideal for strategic leadership roles in architecture, data governance, or AI—without the cost of a full-time hire.

  • High strategic impact, minimal cost.
  • Provides mentoring, oversight, and direction.
  • Extremely efficient for niche, high-level needs.
“Fractional talent delivers executive-level impact without the executive-level payroll.”

4. Squads-as-a-Service

Autonomous, cross-functional teams managed around specific client goals.

Best suited for innovation labs, new product development, or experimentation without disrupting core operations.

  • Agile and adaptable to shifting needs.
  • Efficient for digital product delivery.
  • Focused on results, not just resources.
“Squads execute innovation without putting stable operations at risk.”

Making it work: alignment is key

These models work—but only if the organization is culturally and operationally ready.

  • HR and IT must collaborate closely, aligning KPIs and long-term goals.
  • Knowledge management must be a priority, especially in fluid team structures.
  • Employer branding must evolve to support modern, flexible structures without internal friction.
“Flexible models only succeed when they’re rooted in culture, process, and shared purpose.”

Surviving and thriving: finding the right balance

Rigid hiring strategies no longer work in a fast-moving, regulated industry like pharma. The future lies in balancing agility, cost efficiency, and sustainability of knowledge.

Instead of relying solely on traditional hiring, companies must build scalable, hybrid talent structures capable of responding to innovation demands without compromising stability.

  • Rapid response to needs.
  • Operational control.
  • Cost-effective structures.
  • Long-term knowledge retention.

It’s not about hiring the best people—it’s about integrating them wisely into a high-demand, high-regulation ecosystem.

“True success means building scalable talent models that grow with the business—without breaking it.”

References

Antonio Castaño

Autor Antonio Castaño Romero