Business Cases - PharmaRelations AB

Scalable recruitment support for a growing Swedish start-up

Client situation

The client was a small but rapidly growing Swedish life science company that expected to recruit several important functions over a period of a few years. The company needed to scale up its organisation but had limited financing and wanted to avoid building fixed internal HR and recruitment capacity before there was a full-time need.

Client challenge

The client needed access to professional recruitment support across several functions, while maintaining cost control and flexibility. Employing a full-time HR or Recruitment Manager would have created a fixed cost that was difficult to justify at the company’s stage of growth. At the same time, the client needed faster recruitment processes, better forward planning and access to specialist knowledge about the Nordic life science talent market.

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Nordic Market Entry with Scalable Cross-Functional Support

Client situation

The client was a large Asian life science company with an established presence in selected European markets. The company wanted to establish its first Nordic presence in Denmark, with a local office in Copenhagen connected to its existing European organisation. The ambition was to start with a lean Danish setup and gradually expand into the other Nordic markets as the business developed.

Client challenge

The client needed to establish a compliant and efficient Nordic foundation before launching and scaling its commercial operations. The initial focus was on understanding the regulatory requirements, preparing for market entry and establishing the necessary local compliance infrastructure. At the same time, the client wanted to avoid building a large, fixed organisation too early. As the business progressed, it would need access to local expertise across Regulatory, Market Access, QA and PV, as well as recruitment and interim support to build the commercial organisation and gradually establish its own Nordic capabilities.

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Outsourcing of the PV function for a growing pharmaceutical company

Client situation

The company has historically managed PV cases for marketed products using Excel-based tracking. As part of its growth strategy, the company is continuously acquiring new companies and adding products to its portfolio, increasing the volume and complexity of its PV activities. The company now needs to implement a dedicated Patient Safety Database and migrate its existing PV cases and relevant safety data into the new system. The company currently has one senior person responsible for PV, Regulatory and QA. With the growing product portfolio, this person can no longer manage all activities independently. The company therefore needs additional support with QPPV and d-QPPV responsibilities, as well as Medical Information, to ensure sufficient capacity and appropriate oversight as the business continues to grow.

Client challenge

Rapid growth through acquisitions has significantly increased the company’s product portfolio and PV workload.
PV cases for marketed products have historically been managed using Excel, creating a need for a more structured and scalable solution.
The company has limited internal resources, with one senior person covering PV, Regulatory and QA.

Additional support is needed for QPPV and d-QPPV responsibilities, as well as Medical Information, to ensure sufficient capacity and appropriate safety oversight.

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Reducing cost and complexity through vendor consolidation

Client situation

The client was a mid-sized pharmaceutical company with a recurring need for consultants across several functions and geographies. Over time, the client had built up a broad supplier base with many different vendors providing individual consultants for separate assignments. This created flexibility, but also increased administrative workload, fragmented governance and made it difficult to manage quality, pricing and long-term resource planning in a consistent way.

Client challenge

The client wanted to reduce the total cost and complexity of managing consultant assignments without losing access to specialized life science expertise. Multiple vendors meant multiple contracts, price lists, onboarding processes, points of contact and follow-up routines. This created unnecessary management time for procurement, HR and line managers, while also limiting the client’s ability to gain an overview of consultant spending, competence needs and future capacity requirements.

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