Industry Headwinds: A Reality Check for Clinical Research and Business Development

The clinical research sales cycle has become increasingly difficult to navigate amid ongoing industry headwinds. Over the past three years, economic uncertainty, supply chain disruptions, tariffs, FDA and NIH staffing changes, and rapid advances in AI have slowed investment and reshaped hiring and business development strategies across the life sciences industry.

These pressures are not theoretical. They are being felt daily by professionals across the industry.

A Challenging Employment Market

The current employment market is, by nearly every account, one of the most difficult in recent memory. Over the past four years, I have spoken with highly experienced business development professionals, Clinical Research Associates (CRAs), and Clinical Project Managers (CPMs) who say they have never seen conditions this tough.

One example stands out. A professional who worked her way through the CRA ranks and became a CPM over a 20-year career never once worried about how long a job transition might take. In 2022, however, it took her more than ten months to secure a new role—despite deep experience in oncology, CNS, and cardiovascular research.

More recently, I’ve heard from seasoned business development professionals that while positions are being posted and interviews are taking place, hiring decisions are simply not being made. Conversations stall. Processes drag on. Momentum disappears.

Unrealistic Expectations in Sales Hiring

At the same time, I am hearing increasingly unrealistic expectations during interviews. Statements such as, “If a salesperson doesn’t close a project in six months, we let them go,” or “Your sales target is $6 million in nine months,” are becoming alarmingly common.

These expectations ignore the realities of the clinical research sales environment.

The Reality of the Clinical Research Sales Cycle

When leaders underestimate the clinical research sales cycle, they risk cutting off momentum just as opportunities begin to materialize.

The clinical research sales cycle is long by nature, often requiring patience, relationship-building, and sustained effort before results appear. Sales cycles in the clinical research services space are long—often much longer than leadership teams acknowledge. A conversation that starts today may not result in a signed project for 18 months or more.

Having sold eClinical technology at three different companies over the past 20 years, the earliest project win I ever achieved took ten months. That was the exception, not the rule.

A typical sales process often looks like this:

• You meet a decision-maker or influencer at a conference or through an introductory meeting

• They express interest and agree to a demo

• The demo is scheduled and delivered

• The sponsor requests a QA audit

• QA teams coordinate and complete the audit

• The vendor responds to audit findings

• The sponsor issues a small RFP

• The vendor submits a proposal

• The proposal is reviewed but not selected

• A second RFP is issued

• The vendor revises the proposal based on feedback

• The project is finally awarded

By month six, momentum is often just beginning. Terminating a business development professional at that point is not only premature—it is damaging. When the sponsor later reaches out to issue an RFP and learns that their BD contact no longer works at the company, trust erodes and the opportunity is often lost entirely.

Short-term thinking in business development doesn’t just impact individuals. It costs organizations real opportunities.

Why Short-Term Thinking Costs Opportunities

When leaders underestimate the clinical research sales cycle, they risk cutting off momentum just as opportunities begin to materialize.

Business development in clinical research is about relationships, credibility, and timing. Removing a BD professional before those foundations have time to mature undermines months—or even years—of effort.

This short-horizon approach doesn’t just impact individuals. It creates missed opportunities, damaged relationships, and stalled pipelines for companies.

A Different Approach at GLSA

At GLSA, we take a different view of business development.

We value professionals who build long-term relationships and stay engaged so they are ready to connect the right solutions when the need arises. Business development in this industry is not about quick wins. It’s about preparation, trust, and timing.

That approach allows us to support our partners more effectively—especially during periods of uncertainty like the one we are experiencing now.

About GLSA

Global Life Sciences Alliance (GLSA) connects biotechs, pharma, CROs, and clinical research sites with the right experts, advisors, and solutions to accelerate development and reduce risk. With a network of more than 200 trusted partners spanning pre-clinical and clinical research, GLSA offers flexible, cost-effective access to specialized expertise and services that support early-stage biotechs, mid-size pharma, and global pharmaceutical companies.

When you need trusted, global resources to accelerate your research, GLSA helps you scale smarter and move you forward with confidence.

To learn how GLSA can support your organization, connect with Denise McNerney or Chris Matheus for a conversation about your goals and challenges.