Work in Practice.

Challenge

A biotech SME had Microsoft Copilot available, but uptake stayed uneven and confined to a handful of individuals. In a quality-governed environment the blocker was not the licence: people needed to know where AI-assisted work was appropriate, how it should be documented, and who was accountable for it — questions that sat across technology, quality management and HR rather than with any one function.

Approach

Ran adoption as a change programme rather than a tool rollout, working through three functions in parallel. Technology, to establish which tasks Copilot genuinely improved. Quality management, to define where AI-assisted work was acceptable and how it was recorded. HR, to carry training and make the new way of working routine. Presented and taught directly with the teams, then iterated the initiatives around what people actually took up.

Outcome

Active Copilot users increased by 45%, with uptake spread across technology, quality management and HR workflows rather than staying with the initial early adopters.

Challenge

An early-stage diagnostic company needed a fully documented Quality Management System compliant with ISO 13485 within 9 months, with no prior regulatory infrastructure and a team of four.

Approach

Built the QMS architecture from the ground up as an internal team member: document hierarchy, SOPs, risk management framework, and internal audit system. Co-prepared the team for the external audit and guided them through the review process.

Outcome

Full ISO 13485 certification achieved within the target timeline. The QMS has since served as the foundation for the company’s ongoing regulatory development.

Challenge

A biotech startup needed to simultaneously develop a biomarker discovery pipeline, build a functional lab, and coordinate with external CDMOs — with no existing team structure and tight timelines.

Approach

Defined the team architecture, recruited and onboarded scientists and a bioinformatician, established lab workflows, and set up project tracking and documentation systems from day one. Operated as both scientific lead and operational manager throughout.

Outcome

A functional, autonomous R&D team running parallel workstreams across biomarker discovery, assay development, and device prototyping within 18 months.

Challenge

A protein engineering project required coordinating experimental work across two institutions in Germany and France, with different timelines, methodologies, and reporting requirements — while maintaining scientific output and publication targets.

Approach

Established shared deliverable frameworks, defined communication cadence, and served as the central point of accountability for progress and risk across both sites. Balanced scientific rigour with project management discipline throughout.

Outcome

Collaboration delivered on schedule. Results published in peer-reviewed journals. Methods contributed to the development of novel near-infrared fluorescent proteins now used in super-resolution microscopy.