Late-stage biotech company: building the technology foundations for commercial operations

1 min read

Healthcare & Pharmaceuticals

ERP Transformation

Our client is transitioning from a late-stage biotech to a commercial-stage pharma company. Over the next 5-10 years their headcount will c. 4x, operations will span multiple geographies and transaction volumes will grow exponentially as they achieve $1bn+ annual revenue. The client’s current technology does not offer the required capabilities for this growth journey and needed to be replaced with urgency. Elixirr supported the rapid development of an ERP strategy to deliver a unified ERP system to address fragmented processes, siloed data and rising manual effort.

Outcome 1: Leadership aligned on the need for ERP
Outcome 2: Robust ERP strategy with confirmed scope, target architecture, strategy for AI and accelerated RFP approach
Outcome 3: Roadmap to Go–Live agreed including accelerated strategy for Software and Systems Integrator sourcing

The challenge

Our client approached a pivotal shift from a clinical-stage biotech to a commercial neuroscience company. Leadership recognised that the current technology stack, built for R&D, could not scale to meet future transaction volumes, product, geographic and regulatory demands. Our client had explored initial options for their future ERP internally, but with key software and systems integrator decisions looming, they needed to accelerate their thinking, confirm assumptions and close key gaps. The company sought Elixirr’s support to enhance and validate their ERP strategy, quickly refine its direction, and ensure the ERP programme could meet the demands of their future launch.

Finance, procurement, supply chain and quality teams relied heavily on spreadsheets, disconnected tools and manually requested partner data from CDMOs and 3PLs. Governance structures were immature, data ownership was unclear and internal capacity was stretched as the company prepared for a rapid scale-up. In this transformational time, our client needed a clear path to a right-sized ERP that balanced ambition with pragmatism, and a realistic timeline to a go-live that would not jeopardise launch readiness or regulatory requirements.

The approach

Our approach evolved and built out existing client thinking into a formal ERP strategy that informed the next 18+ months of technology transformation. To do this, our team:

Conducted four executive interviews to align the ERP strategy with the corporate strategy
Led multiple working sessions with a core group of business and IT stakeholders to develop the key components of an ERP strategy, including a high-level business case, process scope and target architecture, evaluation of potential software options, and guidance for future software and systems integrator RFPs
Turned the strategy into actionable next steps and accelerators to aid programme preparation, providing a clear blueprint for Phase 0
Drove early alignment on key programme concepts, including deployment approach and timeline, programme operating model and RACI, governance approach, AI strategy, and people and change insights

The impact

This work provided our client with clarity, alignment, and momentum at a crucial inflection point. Their leadership gained a unified vision of the ERP’s role in commercialisation and a firm understanding of the strategic foundations required for growth. The refined scope, architecture, and selection framework equipped our client with the prerequisite information to run accelerated RFPs and prepare for vendor onboarding with confidence. By articulating risks early, such as data immaturity and resourcing constraints, our approach enabled proactive mitigations and strengthened business readiness. Ultimately, our client emerged with an actionable, AI-first ERP strategy that de-risked their ambitious go-live timeline, better positioning their people, process, systems, and data to handle the impending expansion.