Clinical research organizations face mounting pressure to grow quickly when markets turn rough. But speed without strategy often leads to costly missteps. Tom Heck, SVP and Head of Life Science Partnerships at BioBridges, has spent over 25 years in the life science industry learning this lesson the hard way. From founding companies to leading M&A efforts, he’s helped clinical research organizations, biotech firms, and healthcare companies navigate the tightrope between growth and sustainability.
Start with Strategic Clarity, Not Just Speed
When markets become uncertain, many organizations panic and hit the accelerator. They expand services, chase new markets, and throw resources at anything that might stick. Heck has seen this pattern destroy companies that were otherwise solid. The urge to move fast often overtakes the need to move smart. “In turbulent markets, it is tempting to move fast, but moving with purpose is more important,” he says. Clinical research organizations often fall into this trap. They rush into new markets without understanding regulatory requirements or add services their teams are not equipped to deliver. What looks like growth on paper quickly turns into operational chaos behind the scenes.
The better approach, Heck says, is discipline. “I advise anchoring every decision in a strategic plan that accounts for regulatory shifts, research techniques, available information, recent discoveries, competitive positioning, and client pain points.” It is not flashy advice, but it works. BioBridges put this into practice during the difficult post-pandemic period when clinical research and funding were under pressure. “We focused not just on growth, but on optimizing our operational engagement strategy through high-quality people assets that fit specific functions,” Heck explains. The team aligned around one question: were they scaling wisely or simply getting bigger?
Elevate Operations through Cross-Functional Execution
Sales wins make great company headlines, but operational maturity rarely gets the spotlight. Heck sees this as the point where most scaling efforts start to break down. “Scaling is not just about commercial wins. It is about operational maturity and quality,” he says. The real work happens in the details that do not make press releases. How do researchers collaborate with operations teams? Who owns client communication? What happens when a project encounters a setback? At BioBridges, these questions prompted a full redesign of internal workflows. “We streamlined how teams across research, operations, and sales interact for the client’s benefit,” Heck explains.
The results exceeded expectations. Decision-making became faster because everyone had access to the information they needed. Client onboarding improved significantly. The organization grew more adaptable instead of rigid under pressure. “Whether you are a mid-sized or emerging biotech company, scaling operations must be built into your DNA early,” Heck advises. “Trying to retrofit operational discipline after you are already overwhelmed rarely works.”
Forge Partnerships, Not Just Contracts]
Most contract negotiations focus on terms, pricing, and deliverables. Heck believes that approach misses what really matters. “When the market tightens, relationships become our advantage,” he says. Strategic partnerships with multinational CROs, academic institutions, and biotech sponsors can open doors that no amount of short-term deal-making can. But getting there requires a shift in mindset. “I have had the privilege of leading negotiations where long-term value, not short-term wins, guides the deal.” Those conversations look completely different when trust matters more than squeezing every advantage from the contract. This mindset builds something far more valuable than any single agreement. “That mindset builds trust, mitigates volatility, and positions you as a reliable force in a fragmented marketplace,” Heck explains. Clinical research depends as much on reputation as on innovation. When partners know you will deliver quality work and stand behind it, opportunities emerge that no sales pitch can manufacture.
Scaling clinical research operations in uncertain markets is not about being bold or moving fast. “You do not need just boldness, you need precision,” Heck says. “Define your strategic intent, execute your strategies with discipline, communicate with clarity, and always partner with purpose.” The organizations that survive market turbulence are not necessarily the fastest or the boldest. They are the ones that move with clear intention, build operational foundations that hold under pressure, and cultivate partnerships that extend beyond the next contract. “The best growth is not reactive; it is absolutely intentional,” Heck concludes. It may not make for splashy headlines, but it is what truly works when markets turn rough.
Connect with Tom Heck on LinkedIn to explore how strategic precision can drive sustainable growth in clinical research.
