Master Product Development in Life Sciences: Top Optimization Tips

This episode covers product development optimization for life sciences companies

In this episode, Norbert Leinfellner shares practical approaches to optimize product development in life sciences. Norbert serves as Head of PMO at Element Science, a medical devices company in the Bay Area.

His background spans program management, global organizational planning, cross-functional relationship management, and all phases of the product lifecycle. He has held senior roles at Siemens, Carl Zeiss Meditec, and Fresenius Medical Care.

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Key takeaways for product development teams

1. Break complex development processes into manageable chunks. Physicists learn to structure problems and explain them clearly. Apply this same approach to clinical trials, preclinical testing, and every stage of the product lifecycle.

2. Program managers enable teams rather than do the work themselves. They act as connectors who understand business needs, create schedules, and bring teams together for better process development and optimization.

3. Small companies require tactical focus over strategic complexity. Startups with a single product need streamlined development processes. Save the full project portfolio management platform for when scale demands it.

4. External risk management matters more than internal risk tracking. Supply chain disruptions, chip shortages, and talent gaps affect every stage of drug and device development. Market research into vendor stability pays dividends.

5. Black swan events demand proactive planning. The pandemic taught life science teams that rare events happen. Build contingencies into your portfolio strategy and development strategy before crises hit.

Episode highlights on optimizing life sciences development

Norbert explains his path to medical devices companies

Norbert grew up in Graz, Austria, where he earned his PhD in physics. He moved to Barcelona in the late 90s for research, arriving just as the dot-com boom transformed the technology sector.

Siemens recruited him for telecom and software integration work. From there, he moved into medical technology and device development, where his career has remained focused on lifecycle management and compliance.

Physics training builds product development skills

Physicists receive broad training that teaches them to look beyond the immediate problem. They learn to structure complex challenges, break them into smaller pieces, and explain solutions clearly.

American physicists excel at making complicated concepts sound simple at conferences and in classrooms. This skill translates directly to managing development processes, clinical trials documentation, and cross-functional teams.

Program managers drive process optimization through enablement

Program managers do not do the work themselves. They enable teams to work effectively and efficiently by understanding the problem, identifying executive needs, and creating schedules with clear dependencies.

The role requires tactical skills: connecting teams, prompting creative thinking, and keeping everyone aligned. Norbert describes this as "herding cats" - a common experience for anyone managing drug development or medical device programs.

Startups and large companies need different approaches to product commercialization

When Norbert joined Element Science in San Francisco, he expected simplicity. One product, one goal, no sustaining engineering burden. The startup seemed like paradise compared to managing a large portfolio.

Reality differed from expectations. His full toolkit of project portfolio management, advanced risk frameworks, and detailed development strategy proved unnecessary. The team wanted someone to organize work and hit milestones.

Large corporations operate in a matrix with fungible resources and deep budgets. Startups demand creativity and tactical execution. The right approach depends on your stage in the product lifecycle.

Risk management requires more focus on external factors

Most companies track internal risks well but underestimate external threats. Smaller companies lack the infrastructure, consulting budgets, and supply chain depth that buffer larger organizations.

Suppliers now call weekly with news about material shortages, delayed parts, and microprocessor allocation issues. These external risks affect preclinical testing timelines, clinical trials schedules, and launch dates.

Black swan events demand advances in planning processes

The black swan concept comes from European explorers who assumed all swans were white until Willem de Vlamingh found black swans in Australia in the late 1600s. Rare events are more likely than we assume.

The pandemic exposed supply chain fragility and hiring difficulties. Norbert's Bay Area team had 27 open positions they could not fill quickly. These disruptions cascade through every stage of the business.

Program managers should gather their teams and question every assumption in their schedules, resource plans, and milestone dates. Brainstorming sessions often produce creative mitigations that prove valuable when the unexpected hits.

See how Cora helps life sciences teams optimize their processes

Managing product development, clinical trials, and regulatory compliance across your portfolio requires the right tools. Cora's project portfolio management platform gives life science organizations visibility into every stage of the product lifecycle.

From development strategy to product commercialization, our software helps teams track milestones, manage resources, and maintain compliance. Whether you are running preclinical testing programs or preparing for launch, Cora provides the structure your business needs.