February 12, 2024, marked a significant moment at the SCOPE Summit 2024 as Rob Goodwin, Sr. VP and Head of Clinical Development and Operations at Pfizer, captivated the audience with a heartfelt narrative underlining the cruciality of time in clinical trials. Goodwin’s address, eloquently themed “Time is Life,” wasn’t just a catchphrase but a deeply personal story inspired by Beth Hebron’s battle with ALS and her poignant reflection on the value of time when waiting for a treatment. “Every minute mattered. Every minute, she was waiting for one of us to have a treatment for her,” said Goodwin.
Goodwin extended his gratitude towards the clinical trial ecosystem, emphasizing the collective effort in accelerating clinical development. The pandemic emerged as a case study of unprecedented collaboration that significantly shortened development cycles. Yet, the end of the pandemic seems to have led to a regression to old ways. “Now that the pandemic is over, we’re falling back into our own ways,” stated Goodwin.
Public Commitments Driving Change
Public commitments were highlighted as catalysts for accountability and progress. Goodwin shared Pfizer’s commitment to diversity in clinical trials and improved interactions with sites and patients, reinforcing the importance of public statements in sustaining momentum and adhering to the company’s North Star. Pfizer’s aim to improve the Net Promoter Score, including the patients, sites, and partners who are integral to the process, suggests a focus on enhancing the satisfaction and engagement of researchers and patients. “By making public statements, it makes sure that the company says, I would stay to its commitment, but more importantly to that North Star that’s helped us,” Goodwin stated, emphasizing the role such commitments play in guiding Pfizer’s strategic direction and committing to those statements.
The Need for a Sustainable Model
In an industry where metrics reign supreme, Pfizer decreased operational cycle times from 8.5 years in 2019 to 5.7 years in 2023 (target), with an ambitious target of 3.5 years by 2025. Goodwin urged the audience to look beyond the metrics to the people driving these numbers.
Goodwin candidly addressed the history of intense work demands at Pfizer, which, under the guise of ‘Lightspeed’, led to an unsustainable pace, as Goodwin stated, “we did have a history of burning people out.” While this approach may have achieved short-term gains, he recognized that it was not a viable strategy for long-term success or employee well-being.
Goodwin’s discussion about burnout and the need for a sustainable model within Pfizer’s operations highlights a critical shift in corporate strategy, acknowledging the toll that high-pressure environments can have on employees’ health and overall company performance. His remarks point towards a more humane and long-term approach to productivity in the pharmaceutical industry.
To counter this, Goodwin proposed a balanced approach that values swift decision-making alongside the well-being of the workforce: “How you sustain performance? And if you want to really outdo yesterday, you need a base. You need to be able to have sustained performance across a number of different aspects,” he noted. This statement highlights the belief that high performance should not come at the expense of the health and morale of the team; rather, it suggests that the vigor of a company’s workforce is as crucial as its operational metrics.
Embracing Innovation Without Compromising Quality
Goodwin suggested that clinging to traditional clinical trial models may no longer be feasible in an age where technological innovations offer new pathways to streamline the process. However, this push for speed must not lead to shortcuts that sacrifice the quality or safety of the treatment. The emphasis is on finding novel methodologies through telehealth, home health, community partners, flexible sample collection, using apps/sensors/wearables, and collaborating with retail pharmacies in decentralized clinical trial approaches.
So if you wanna stay viable, if you want to be able to serve patients, you gotta move quicker. You gotta find new ways of doing this without compromising quality.
Rob Goodwin, Sr. VP and Head of Clinical Development and Operations at Pfizer
Goodwin’s call to action is for the industry to embrace these advancements and integrate them into its operational DNA. By doing so, they can deliver therapies faster to patients who need them while maintaining the integrity and efficacy of their products. This approach not only benefits patients but also positions companies to thrive in a rapidly evolving healthcare environment. “So if you wanna stay viable, if you want to be able to serve patients, you gotta move quicker. You gotta find new ways of doing this without compromising quality,” said Goodwin.
PfizerLink: A Paradigm Shift in Patient Recruitment
Some of Goodwin’s presentation was dedicated to PfizerLink, a new initiative to streamline patient recruitment. This registry allows potential participants to express interest in research, enabling smarter matches with clinical trials and reducing high screen-fail rates at sites. “We have now over 35,000 people that signed up,” said Goodwin, and he expressed his hope for PfizerLink to expand to over a million participants, revolutionizing the way patients engage with clinical research.
Looking Ahead: The Future of Clinical Development
Goodwin concluded with a forward-looking perspective, acknowledging the rapid evolution of the clinical trial landscape. He emphasized the imperative to continue innovating and learning, with patient impact as the primary driving force.
In a powerful closing statement, Goodwin reasserted his—and Pfizer’s—commitment to prioritizing patients, thereby aligning patient benefits with shareholder interests and corporate growth. His vision for the future is not just about maintaining the status quo but advancing it, ensuring that the clinical trial ecosystem constantly evolves to meet the urgent needs of patients worldwide.
Goodwin’s message resonates—a reminder that in the world of clinical development, every second counts, and it’s the shared responsibility of everyone in the ecosystem to make each moment meaningful for patients waiting for life-altering treatments.
Moe Alsumidaie is Chief Editor of The Clinical Trial Vanguard. Moe holds decades of experience in the clinical trials industry. Moe also serves as Head of Research at CliniBiz and Chief Data Scientist at Annex Clinical Corporation.
