We often assume communication is straightforward, something everyone naturally gets right. But in reality, effective communication is a skill that requires intention, structure, and experience. Whilst CDMO project managers are experts in effective communication, their ability to streamline the flow of information to and from client organization hinges on the communication frameworks integrated into the CDMO itself.

In every CDMO, clients are typically assigned a single point of contact to coordinate the program. But sponsors scoping out potential CDMO partnerships are asking questions beyond the program management team. For example, is there direct access to senior leadership? What tools do PM have to live track project updates? What practices does your CDMO have in place for managing a balance between all current projects?

Sponsors face shifting priorities, evolving regulatory landscapes, and competitive pressures. When these challenges arise, they may need more than just their project management team, they could also need direct access to subject matter experts (SMEs) and executive leadership. Many CDMOs struggle to provide this level of access, especially when larger clients dominate internal resources.

Upperton’s model is built to overcome this. Every client, regardless of size, has direct access to SMEs and senior leadership. Project teams include specialists in formulation, GMP manufacturing, analytical sciences, QA, tech transfer, and regulatory affairs. Crucially, each project is overseen by a member of the executive leadership team, ensuring decisions are made quickly and customer priorities stay front and centre.

“Our leadership team sit on all of the project teams so that our customers know that their projects are a priority and they have access to all levels of the organization,” says Upperton CEO, Nikki Whitfield. “I think that is a real differentiator for Upperton.”

Framework: How to Evaluate CDMO Communication Before You Commit

For sponsors scoping out potential CDMO partners, here’s a practical framework to assess communication quality before signing a contract:

Navigating Complexity Together

Communication becomes even more critical in today’s regulatory environment. The revision of Annex 1 has tightened sterile manufacturing guidelines, and long lead times make small batch production for early-phase trials harder to secure.

Upperton’s science-led, responsive approach helps clients navigate these complexities.

“Our ideal customers don’t have huge internal resources that can cover every base of development,” Whitfield explains. “We can offer all of that to those types of customers and our values align really well with them very collaborative, very science-led.”

This alignment is especially important for emerging biotechs, who must demonstrate a clear path to commercialisation early in development to appease funding bodies. A CDMO that communicates well can help sponsors solve technical issues, anticipate regulatory hurdles, and build a roadmap to market.

Outside of funding logistics and proving pipelines, drug development is also personal. Sponsors spend years nurturing a molecule before handing it over to a CDMO. That emotional investment demands a partner who shares their passion.

For that reason, it is important to find a partner that gets excited about the science, invests in the vision, and builds a relationship that endures. When challenges arise, as they inevitably do, it’s the strength of the partnership that determines the outcome.

Upperton CEO, Nikki Whitfield told us “You only know the people you’re really working with when you hit your first bump in the road. How they respond to that gives you everything you need to know about what’s going to happen further down the line.” At this moment in the drug development world, timelines are tight, regulations are evolving, and the stakes are high. Therefore, communication is a necessity where communicative mistakes can lead to repercussions as severe as technical mistakes. By using the framework above, sponsors can identify partners who don’t just deliver projects, but build relationships that last.