Optimizing Workforce Strategy for CAR-T Manufacturing: A Scalable Approach to Advanced Therapies
Through strategic resources planning, we created visibility and understanding of headcount for CAR-T manufacturing operations, yielding a projected 42% headcount avoidance while ensuring scalability and long-term success.
The Business Opportunity
As our client geared up to launch a new CAR-T therapy, they kicked off a major push to design, build, and launch multiple manufacturing sites to meet growing patient demand. At the same time, they were chasing ambitious COGS reduction goals through tech and process automation. To support both the facility design and long-term staffing strategy, we proposed a detailed, multi-year resource plan – complete with forecasting built in to help model headcount needs and identify opportunities for smart scaling.
Inspired Consulting
As we started working with project leads to define roles, start dates, and timelines, it quickly became clear – we needed an org design that could handle a complex team structure. So, we teamed up with peers across large and small molecule groups, plus the commercial CAR-T team, to create an MVP leadership org chart. It followed proven operating models but also baked in key lessons from the advanced therapies space. That chart became our blueprint to map out both project and long-term operational roles, giving everyone a clear view of which roles would evolve into permanent positions once the new manufacturing sites were up and running.
Meaningful Results
After several rounds of productive debate and fine-tuning, we developed a resource plan that’s projected to cut headcount by 42% compared to current commercial manufacturing. We also clearly defined and shared a target organizational end state, with headcount growth tied directly to project milestones and planned manufacturing capacity. Plus, the automation built into the model makes scenario planning easy and keeps everyone accountable -both internal teams and external partners.
Why We Loved This Project
Resource planning can easily get stuck in endless, unproductive debates. Drawing on our deep experience with the organizational dynamics of big pharma, we stepped in as a neutral partner to help turn those conflicts into productive conversations. The result? We helped bring the strategic vision to life – while delivering the practical details needed to make it happen.
