We take over large IT migrations at pharmaceutical production sites. From the first analysis through to the weekend when you switch over. And on which everyone knows who does what by when.
Nobody on the programme can say when it will be finished. The internal people do it alongside their day job, so nothing moves. And every year it runs on, you pay to keep the old system alive.
Bringing in the system changes workflows nobody thought about beforehand. In ordering, in material flow, in processing. Everyone involved delivers their own scope. What tears open in between belongs to no one.
Everyone assumes it will somehow work out over that weekend. But nobody has written down who performs which step, how long it takes and who can carry on afterwards. If nobody is there at three in the morning to start the line, production stands still on Monday.
Our core business is continuous project and programme responsibility across the full duration. From the first requirements workshop to the day the old system is switched off. Usually over several years and mostly across several projects.
We are the ones accountable. Streams, steering, escalation, reporting into the steering committee, driving decisions to a conclusion.
Including programmes already under way, together with the honest assessment that takes.
Requirements, gap analyses, process redesign, interface and data models. We work out the real process, not the documented one. That means going into production and into the labs and walking the material and sample flow ourselves.
In the end it is almost always the process and not the missing interface.
Data analysis, cleansing and mapping, validation in waves instead of big bang, the runbook for the switchover and hypercare through to the shutdown of the legacy system.
We move in stages and at times the affected areas can absorb. Production keeps running.
System replacements at GxP production sites in big pharma: LIMS, MES, EIMS, CAFM and laboratory inventory.
„This was one of my biggest projects, and it was the one I had to worry about least."
IT portfolio manager, client„I am very happy with the collaboration and the results. It simply works, because we speak the same language and mean the same thing."
MES programme manager, client„You are a great PM, and I am already thinking about where else I can use you."
EIMS rollout lead„You manage to bring people along, and you are incredibly quickly on top of things without prior knowledge."
Infrastructure portfolio owner„Thank you! Without you the team and the project would not have worked like this."
Project sponsor, laboratory managementFive pages become nineteen and four chapters are entirely new. The bulk of the work, though, comes from a different point. Legacy systems may no longer run on simply because they have been running for years. Each one has to be assessed, improved or replaced.
Six areas, three questions each, three gradations rather than yes and no. Your result appears on screen as soon as you are done.
We translate the revised requirements onto your systems and name three to five concrete next steps.
Sascha Ungar
Managing Director & Senior Consultant
My father is a nurse, so medicine was always present at home. When I was 14, my mother died of breast cancer. Since then I have wanted to play a part in making good medicines and good research possible. So that others do not go through the loss I went through.
The route there was not a straight line. I went to a sports-focused secondary school and played competitive ice hockey. A series of injuries ended that and brought me closer to medicine again.
I then studied mathematics. Numbers, data and getting things done carefully are what I am good at. In pharmaceutical production the two come together. When I change into the gown, walk into production and watch a medicine for a rare disease being made, I remember why I do this.
We do not hand over a recommendation and leave. We run the programme, drive the alignment and bring decisions to a close instead of administering deadlines. Whoever waits loses months. In our projects that is meant literally.
If the forecast does not hold, it goes in the report, even when it is uncomfortable and the client would rather read something else. Every red light is backed by a concrete finding.
Integrity, effectiveness, curiosity and learning, joy and humour, respect for people. That is the measure of how we handle commitments, mistakes and the people on the project.
30 minutes, free of charge. We listen to where you stand and tell you honestly whether we are the right partner.
