Mark Wilson - Presentation at UK Pharmaceutical & MedTech Innovations event.
ISPE UK Affiliate - 12/2/2026
Listening to Mark’s reflections on his 20 plus years in the pharmaceutical sector is like peering through a wide-angle lens on the industry: complex, risk-averse and surprisingly resistant to change, yet brimming with opportunity for those who know how to navigate it. From his time at GlaxoSmithKline, consulting for governments, and working with SMEs, Mark’s career illustrates the delicate balance between technology, regulation and human behaviour in pharma.
One of the most striking observations he shared is how much of pharmaceutical manufacturing has remained unchanged for decades. Many processes, especially in solid-dose manufacturing, trace their roots back nearly a century. Despite the complexity of modern biologics, inhalers and novel formulations, adoption of new technologies has been slow. Regulators now push for continuous improvement, design space thinking and Quality by Design, but organisational inertia, risk-aversion and misaligned incentives often create roadblocks.
This is particularly challenging for small and medium-sized enterprises (SMEs) trying to introduce innovative technologies. Timelines in pharma are long, project management filters are rigid, and engineers often struggle to engage with marketing, clinical or finance teams. Even when a technology is objectively superior, success depends as much on stakeholder alignment, value communication and timing as on the innovation itself. Mark emphasised that clear value drivers, whether faster clinical timelines, cost savings or new capabilities, are essential for engaging decision-makers at senior levels.
One practical lesson he highlighted is the power of solving a small problem exceptionally well before attempting a broader application. A prime example is a filament-free 3D printing platform his team developed with Strathclyde colleagues. While traditional methods of formulation could take months during Phase II trials, this approach reduced formulation timelines to a week. For early-stage biotech companies, that difference can mean saving hundreds of thousands of pounds and significantly shortening time to clinic, a tangible value that resonates far more than technical complexity alone.
Mark also emphasised the importance of building networks, advisors and champions both internally and externally. Workshops, technology roadmaps and risk-value frameworks are not just management tools, they are communication tools that allow engineers to translate complex technical innovations into clear, actionable insights for non-technical stakeholders. Patience, persistence and strategic engagement are key. Even brilliant ideas can fail if they are not presented in a way that resonates with corporate strategy and organisational incentives.
Ultimately, the talk underscores a paradox at the heart of pharmaceutical innovation: the industry is slower than many might expect, yet the potential for meaningful impact is enormous. Engineers and SMEs who understand how to navigate organisational dynamics, focus on clear value and communicate effectively are best positioned to turn technological potential into real-world results.
The slow pace of adoption is not necessarily a flaw, it is a feature of a highly regulated, risk-conscious industry. But with thoughtful strategy, careful risk management and targeted engagement, innovators can unlock the doors that seem closed and bring transformative solutions to patients faster than anyone might expect.