Each customer is unique. Understanding this fundamental premise is what differentiates a great Contract Research, Development, and Manufacturing Organization (CRDMO) partner from a good one. The ability to deliver at expected levels of quality is no longer enough. At Syngene, we believe that the true differentiator lies in how we manage projects—not just as tasks, but as relationships. That is why we have built a customer-centric project management model that blends structure, culture, and accountability.
Know your customer
Consider a large pharma positively surprised by the results of a Phase 2 study and attempting to accelerate, a small biotech trying to conserve cash in a tight funding environment looking to unlock value, or a mid-size company trying to fill a capability gap. Yes, all of them need projects delivered, but their business requirements are not the same. It is not the same thing that they are anxious about. We go beyond data gathering and try to stand in our customers’ shoes.
Our service management platform, Lisyning, seamlessly integrates with project management, enabling us to listen continuously to our customers. This empowers us to move beyond anecdotes, fostering deeper understanding and driving meaningful action with a focus on operational excellence. As a system, Lisyning extends to our commitment, that should there be a need, our customers can access our senior level management – yes, all the way to the CEO.
No pebbles in the shoes
Proverbial pebbles in the shoes create a continuous irritation and strain in any journey. To ensure clients are free of such irritants in their partnership journey, we have designed a project management platform that provides a consistent and positive experience to all our customers.
We have customized global best practices and created a flexible process that suits the needs of our customers. Our award-winning proprietary platform, SynPro, anchors this process. It enables real-time visibility, integrates cross-functional workflows, and supports predictive analytics to flag risks before they escalate – risk management is built-in, not bolt on. As a result, our project managers can focus on customers, ensure agility in response, and advance projects seamlessly.
It is a human thing
Even as we use contemporary technology, we believe that project management is about interpersonal connects. Our project managers come with a requisite technical background and project management certifications to be able to fully engage with all the stakeholders in our client companies. Further, they have been trained and certified in language skills and are adept in understanding global cultural nuances. They sit in the internal project team meetings speaking for our customers. For the cross-functional projects, they ensure that continuity across functions and across phases is maintained. They ensure proactive communication and transparency to build trust (“You know what we know, and when we know it”). This mindset though, is not limited to project management but is a culture across the company.
A culture of collaboration
What truly sets Syngene apart is the hansa culture – a deeply embedded ethos of collaboration, transparency, and shared ownership. Hansa meetings are not just operational reviews – they are forums where cross-functional teams come together to solve problems, anticipate risks, and align on outcomes. Hansa fosters a culture where every stakeholder is accountable and empowered. This culture has matured through feedback loops, leadership engagement, and continuous refinement.
What gets measured gets done
Syngene’s delivery performance is tracked using quality on-time in-full (QUOTIF), which reflects our commitment to execution excellence. Whether based on fee for service (FFS) or full time equivalent (FTE) models, QUOTIF ensures that timelines are met, quality is upheld, and expectations are met or exceeded.
We consider this self-scoring as necessary but not sufficient. Complementing this is our net promoter of Syngene (NPS) score – a client feedback mechanism that captures satisfaction at every stage. NPS is a signal that informs our risk registers, guides our service improvements, and ensures that every project is aligned with client expectations.
QUOTIF and NPS are board-reportable metrics, reviewed regularly by our CEO and the Executive Committee, to ensure alignment on the overall approach.
Here for you
Life sciences companies today need more than a vendor. They need a partner who understands urgency, shares accountability, and brings structure to complexity. Direct and indirect costs of failure are significant, not forgetting the fact that there are patients out there who need drugs developed fast – while also being safe and effective. Syngene’s customer-centric project management model delivers just that.
By integrating delivery metrics, client feedback, and risk governance into a single framework and enriching it with the hansa culture, we offer a differentiated experience. One that is scalable, transparent, and built for speed.
Because in the race to the clinic, each day counts. And with Syngene, you get each day managed with purpose.
