ARTICLES BY ALLAN MARINELLI

• A Real-World Consulting Calamity — 6 Ways It Could Have Been Avoided

  6/15/2020

  Some leaders in the pharma, biopharma, and med device industries believe hiring consultants is quicker and more efficient than hiring a full-time employee. Does this thinking fail to factor in the investment required for thorough recruiting and training to ensure a successful engagement?

• Working With Two Consultants On One QMS Overhaul: What Could Go Wrong?

  5/18/2020

  Some companies in the life sciences mistakenly assume that if they hire multiple consulting firms to establish, manage, or overhaul a quality management system, it will inevitably result in an automatic licensure of their new blockbuster product at a low service cost. This article will discuss just such a scenario. 

• Harmonization Horrors: When Quality System Alignment Goes Wrong

  3/6/2020

  This article is the first in a two-part series explaining how to successfully harmonize disparate quality systems when two companies merge. Here in Part 1, we will focus on what not to do when reconciling two quality systems, providing real-life examples — drawn from the author’s experiences — from each phase of QMS harmonization.

• 7 Surefire Ways To Motivate A Life Science Consultant

  11/17/2017

  Companies in the pharma industry are increasingly hiring consultants to meet the objectives of small to large capital projects. It's important that companies motivate their consultants to their maximum abilities

• 5 Steps To Set Effective Goals For A Life Science Consultant

  10/11/2017

  Clients must set appropriate goals before hiring consultants to ensure the project is completed as efficiently and effectively as possible despite the potential obstacles that can obstruct the path of focus. This article will focus on five essential steps to set appropriate goals for a successful client/consultant relationship

• Initial Engagement With A Life Science Consultant: Common Pitfalls & Best Practices

  5/12/2017

  Inadequate communication between the consultant and the client, especially at the initial engagement phase, is often not taken seriously enough or addressed sufficiently on both sides.