In this video interview from the 2026 DIA Global Annual Meeting, Nick Scott of Biogen and Samantha Hadfield of Thermo Fisher Scientific, discuss where mixed outsourcing models deliver the greatest gains in efficiency and agility, and why a deliberate, partnership-first approach is what separates successful implementations from ones that struggle.
In a recent video interview with Applied Clinical Trials at the 2026 DIA Global Annual Meeting, Nick Scott, head of strategic resourcing and performance optimization at Biogen, and Samantha Hadfield, vice president of operational delivery at PPD FSP Solutions, Thermo Fisher Scientific, discussed the drivers and dynamics of mixed outsourcing models in clinical operations, following a session moderated by ACT Senior Editor Andy Studna. Scott opened by framing Biogen's move to a mixed FSP model as part of a broader strategic journey to accelerate drug development and allocate resources more deliberately—retaining core competencies in-house while leveraging external partners in areas where building that capability internally does not make strategic sense. Hadfield added a geographic dimension to that framing, describing how large pharma companies often use FSP FTEs to maintain dedicated presence in core countries while relying on unitized FSO arrangements to provide flexibility in markets with lower clinical activity.
On the question of where mixed models create the most meaningful gains, both speakers pointed to portfolio dynamics as the primary driver. For Hadfield, the value is most evident when a sponsor's portfolio diversifies or expands—whether through organic growth or M&A—and the ability to bring in the right therapeutic expertise at the right time without growing internal infrastructure becomes a competitive advantage. Scott framed it around volume thresholds, noting that a full FSP model becomes more viable as volume grows, while the mixed approach provides a practical and efficient solution during the earlier or lower-volume phases of a sponsor's development program.
The conversation closed on the importance of partnership fundamentals—communication, expectation alignment, shared accountability, and cultural understanding. Both speakers emphasized that the success of any mixed model comes down not just to the model itself but to the deliberateness of the journey: a clear vision of the end state, a well-documented implementation plan, and the kind of trust that allows both sides to solve problems together rather than deflect blame.
