Phase 3 is the executive search firm that places the biotech and pharmaceutical CMC and Quality leaders who decide whether a therapy survives. We brought the field together to write the governance model that proves it.
Figures reflect Phase 3 Search's engagement record since 2018. Exit value is the aggregate enterprise value at exit of client companies served during the relevant mandates; candidate-to-interview and assets-toward-launch figures are drawn from internal engagement records and available on request.
Manufacturing and quality — what the industry files under CMC — drive the majority of the FDA's approval failures: 74% of published Complete Response Letters cite a quality or manufacturing deficiency, not a clinical one. Yet they remain the part of the business most boards understand the least, and govern the most loosely.
It is an asymmetry of attention. Clinical risk is legible — everyone in the room can read a data readout and form a view — so it dominates the agenda. The operational risk that actually ends companies is harder to see and easier to defer: a manufacturing deficiency that surfaces at inspection, a quality system that buckles the moment it is asked to scale, a process that works in the lab but cannot be reproduced at commercial volume. So it lives in a blind spot — handled as an exception, not governed by design.
And the price is measured in years. A manufacturing-driven Complete Response Letter sets a program back 1.28 to 2.5 years — runway most development-stage biotechs cannot refinance on anything close to acceptable terms. That delay, and the dilution behind it, is precisely the loss the right CMC and Quality leadership is brought in to prevent.
So the real question is not whether a board pays attention to this risk, but whether it governs it by design. That takes a model the industry never had — so we built one. The CTO Mandate Framework.
Manufacturing and quality is also a large and rising share of program spend; in advanced modalities such as cell and gene therapy it is frequently the single largest controllable cost, which makes governing it well a question of capital efficiency as much as of survival. Runway figure: median CMC-driven CRL-to-approval delay (RSM US LLP; Therapeutic Innovation & Regulatory Science, 2026).
Read the full argument →We led a consortium of sixteen CTOs who had launched more than 120 commercial products between them — across Fortune 100, mid-cap, and startup biotech — to assemble the evidence and write it. The result is the CTO Mandate Framework.
13 years to build the trust needed to make it, and free to every board that wants it.
The point is simple: collective technical leadership, organized well, makes medicines more likely to reach patients. That is what a facilitator does — bring the right people together, and turn what they know into something the whole field can use.
It also reframes the question a board should ask. Not "is our CTO good?" but "is our CTO's emphasis calibrated to the risk most likely to end our next capital event — and the patients waiting on it?"
The framework is how we prove we understand the hire. The hire is what we do. Specialist executive search and board advisory for biopharma's technical leadership — and every engagement begins with a diagnostic, because the right hire starts with the right question.
Partner-led search for C-suite and VP leadership across CMC, Technical Operations, Quality, Commercial, and Clinical. Diagnostic-first, for platforms at inflection points — Series B repositioning, pre-IPO calibration, post-CRL recovery.
A deployable team of senior CMC, Tech Ops, and Quality operators, dropped onto your critical path. C-level expertise without the full-time burn.
The CTO Mandate Assessment, compensation benchmarking, succession planning, and org design. Often the right product when search is the wrong one.
Coaching, interview preparation, and guidance for senior CMC and Quality leaders moving between roles.
"The best search experience I have had in my whole career. The successful candidate has been exceptional."Tim MainesCTO Quality · Alnylam Pharmaceuticals
"The time investment and care I have experienced from Alex means I don't want to work with anyone else."Cynthia PussinenManaging Director, Biotechnology · Sorbie Bornholm
"He challenged us, helped shape the role, and brought us an incredible candidate. A huge value add."Brian McVeighCEO · Code Bio
The prime directive of biotech, pharma, and everyone who supports the space is to get medicines to the patients who need them — in time to make a difference. This is the timeline that matters.
We believe in data when deciding about people, capital, and platforms. It is why we bring leaders together to build research, and publish it, instead of keeping it in a drawer.
The right CTO at the right stage. The right CMC head before the first inspection. Leadership is what turns science into approved medicine.
It is retained recruitment of the leaders responsible for Chemistry, Manufacturing & Controls (CMC), technical operations, and quality in a biopharma company — the functions that determine whether a therapy can be manufactured, scaled, and approved. Phase 3 Search specializes exclusively in these roles, from VP to C-suite.
C-suite and technical leadership — CEO, COO, CTO, CQO, and CMO — plus VP-to-Senior-Director roles across the full CMC organization: Manufacturing, MSAT, and Tech Transfer; Process and Analytical Development; QA and QC; Engineering & Facilities, Supply Chain, Automation, and Project Controls. Every search is retained, partner-led, and begins with a diagnostic.
A typical engagement is completed within 90 days of the brief. The fastest we have placed a CTO is 21 days; the fastest CEO, 82 days. Timelines vary with role seniority, scope, and company stage — case studies are available on request.
A free board governance framework for evaluating CMC, manufacturing, and quality leadership, built with a consortium of sixteen CTOs who have launched more than 120 commercial products. It reframes the board's question from "is our CTO good?" to whether their focus matches the risk most likely to end the next capital event. Read the framework →
Thirty minutes. A structured read on the role, the company you are actually inheriting, and whether the leadership architecture sits where it needs to be for your next capital event — and the patients beyond it.
Start a diagnostic →No spam, ever. We use your email only to reply to this enquiry. A direct conversation — nothing more.