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Article / Oct 20, 2020

The Coronavirus Crisis: Challenges and Opportunities for CMOs, CDMOs and CROs

CheManager, 20 October 2020

Experts Share Their Opinions on How the Custom Manufacturing and Research Industry can Tackle the Impact of the Covid-19 Pandemic and a Demanding Economic Climate

 

20.10.2020 - The coronavirus crisis caused by the Covid-19 pandemic has uncovered problems that have been smoldering beneath the surface of the pharmaceutical industry — including CMOs/CDMOs and CROs — and need to be addressed. That supply chains are vulnerable to disruption when major development, production and transportation hubs are blocked or shut down has become painfully obvious.

The ongoing pandemic is putting pharmaceutical R&D strategies to the test and also challenging manufacturing planning and supply chain management. Particularly in this industry segment, the supply chain is global, complex and interconnected. Each link must be strong enough to ensure that the road from lab to final drug product is as smooth as possible, even under the most difficult circumstances.

In addition to the pandemic, the growing threat of a no-deal-Brexit amid old and new trade conflicts and increasing protectionism, is putting even more stress on companies operating in the pharma sector.

In cooperation with Wombat Capital*, a cross-border investment bank, CHEManager asked executives and experts of CMOs, CDMOs and CROs operating in the pharmaceutical sector to share their opinion on current challenges for their industry and how these challenges may influence changes in their market and opportunities.

 

Expert Interview: Jean-Luc Herbeaux

 

jean-luc herbeaux portrait photo Hovione CEO

Jean-Luc Herbeaux

CEO

Degree in Mechanical Engineering, Master of Science and PhD in Mechanical Engineering

Jean-Luc Herbeaux studied in France (Diplôme d´Ingénieur from UTC) and in the USA (M.S.and Ph.D. in Mechanical Engineering from the University of Houston).

Jean-Luc Herbeaux started his professional career as Assistant then Associate Professor at the Kanazawa Institute of Technology in Japan.

From 2000 to 2020, Jean-Luc Herbeaux held multiple high-level leadership positions at Evonik, one of the world’s leading specialty chemicals companies, and before joining Hovione, was at the helm of Health Care Business Line of Evonik.
 
Jean-Luc Herbeaux joined Hovione as Chief Operations Officer in 2020 and was appointed CEO in April 2022. 

 

 

16.10.2020 - So far, the pharmaceutical industry — including CMOs/CDMOs and CROs — has responded well to the outbreak of the Covid-19 pandemic. However, the coronavirus crisis has uncovered problems that have been smoldering beneath the surface and need to be addressed. That supply chains are vulnerable to disruption when major development, production and transportation hubs are blocked or shut down has become painfully obvious.

The ongoing pandemic is putting pharmaceutical R&D strategies to the test and also challenging manufacturing planning and supply chain management. Particularly in this industry segment, the supply chain is global, complex and interconnected. Each link must be strong enough to ensure that the road from lab to final drug product is as smooth as possible, even under the most difficult circumstances.

In addition to the pandemic, the growing threat of a no-deal-Brexit amid old and new trade conflicts and increasing protectionism, is putting even more stress on companies operating in the pharma sector.

In cooperation with Wombat Capital, a cross-border investment bank, CHEManager asked executives and experts of CMOs, CDMOs and CROs operating in the pharmaceutical sector to share their opinion on current challenges for their industry and how these challenges may influence changes in their market.

 

What in your opinion and from your perspective are the main impacts of the coronavirus pandemic on the drug supply chains?

Jean-Luc Herbeaux: While Covid-19 placed some strain on global supply chains and logistics, the pharma industry overall showed surprising resilience considering the severity of the situation.

The pandemic highlighted the strong reliance and dependence of drug and medical product supply on China and India and the limitations of such a supply model. It caused governments to look at pharmaceutical manufacturing in a more strategic manner, including potential repatriation, to guarantee access to life-saving medicines to cater to the most extreme demands. A new type of “nationalism” promoting preferential (or even exclusive) access to therapies and vaccines has emerged in the meantime and it has the potential to greatly disrupt the established global manufacturing and supply models.

 

Many Western CDMOs have already shifted operations back to the USA and Europe as intensive business activity in China has driven up labor costs. In addition, national policies, trade-related developments such as Brexit and the US-China dispute and impacts of pandemics are likely to require repatriation of at least part of the supply chain in many countries. Could CMOs/CDMOs be beneficiaries of restructured supply chains?

J.-L. Herbeaux: CMOs/CDMOs have a chance to benefit from the repatriation trend, which already started some years back. The first wave of relocation, which started some 4 or 5 years ago, stemmed from quality and regulatory considerations. This repatriation was very beneficial to CDMOs with assets and quality systems in good standing as they were able to gain access to business which had escaped them up to that point.

The new wave seems to be driven by countries and their citizens coming to terms with the fact that most of their medical supplies are from foreign countries and entities. The recent Covid-19 crisis has revealed the limits associated with reliance on third party country supplies and the ongoing Covid-19 vaccine and therapy “nationalism” further exacerbated the sentiment that repatriation of pharma assets is now a strategic priority.

We ought to recognize that the Covid-19 pandemic is extreme in terms of impact and medical supply needs. It has overwhelmed the global supply chains in unprecedented ways and no economically sound supply strategy could have prepared us for an event of such global proportion. In these special times, there is a risk of overheating and of wrong capital investment decisions. Investments need to make sense not only for the short term (i.e. in Covid-19 times) but also for the long haul (once the world returns to a more normal reality). In this overheated environment, experienced western CDMO´s with flexible assets and operating models and with meaningful engineering capabilities are probably the best bet for this industry. They know how to ramp up and run assets in an effective and nimble manner and make best use of these assets now and in the future thanks to their ability to accommodate an ever-changing portfolio.

 

What do you think the impact of the repatriation of the drug supply chain will have on the M&A activity in the CMO/CDMO industry? Do you think that this would create an impact on valuations?

J.-L. Herbeaux: The pharma industry is very likely to weather the Covid-19 crisis better than other sectors and accordingly, one can expect valuation to go up at a time when investors may be looking for safe heavens. The demand-supply balance for M&A candidates in the USA will also drive multiples. One can foresee that the high availability of cash and short-term hype may result in some misguided investment decisions in parties and/or assets, which do not represent mid to long-term value. In the pharma CDMO space, assets are important but not sufficient. The right-to-win stems from established competencies in quality, regulatory and manufacturing service excellence and these attributes take time to develop.

 

Has the inability to hold face-to-face meetings with prospective clients and conduct client visits to sites affected your new business development since the outbreak of the coronavirus pandemic?

J.-L. Herbeaux: New business development has become more difficult as travel restrictions have curtailed opportunities for face-to-face interactions. Physical closeness is known to help individuals (or groups of individuals) form interpersonal relations and develop trust. Proximity and face-to-face communication are therefore particularly important for first-time interactions. We see this clearly in our commercial activities: it is a lot easier to maintain or even further established relationships than to develop new ones. Add to this the need for pharma companies to audit new partners and you will understand why existing partnerships are preferred to new ones at this moment.

 

The CMO/CDMO industry has managed to support efforts to develop vaccines and therapeutics for Covid-19 despite already being at a high level of utilization. What made that possible?

J.-L. Herbeaux: From what is published, there is significant cash being deployed to ramp up vaccine production and capacity repurposing or reactivation is also on the agenda. Some of this cash came from governments and public organizations to secure supply.

As for Hovione, we are involved in several steep capacity ramp-up exercises and these have been made possible by very strong partnerships with our clients and suppliers. Everyone understands that these are extraordinary times, and all agree that only shared commitments can result in success. The rest is fueled by a sheer desire to save lives. We push our organizations, systems, and processes to new levels of speed and productivity relying on decades of experience, expertise and best-in-class practices. Under these extreme conditions, CAPEX, resources, and associated capacities are deployed faster and products become available in record time. This is what leading and agile CMOs do for a living: deal with the cross-functional and cross-discipline complexity associated with production ramp-up and compress timelines.

 

For the biopharma CMO/CDMO industry, the pandemic crisis has created great opportunities. What is your opinion on whether and to what degree the CDMO industry will enjoy long-term benefits from its role in tackling the current crisis?

J.-L. Herbeaux: One may assume that the public opinion of the pharma industry will have improved during the last months and that any company, including CDMOs, which contributed to solving or alleviating the Covid-19 humanitarian crisis, would have a chance to boost its image externally but also with its own staff. There is little which can compete with being a contributor to tackling a global health crisis and saving lives.

Leading CDMOs have certainly showed that they can be trusted and that supply chains supported by CDMOS/CMOs are robust. Moreover, their demonstrated ability to step up and make capacity available on short notice, absorbing much of the complexity associated with reaching new levels of supply, has positioned CDMOs at the core of the industry’s journey to provide therapies and vaccines to billions of individuals. The co-dependence between CDMOs and Pharma companies is stronger than ever, and this should increase the propensity of pharma to outsource.

 

One of Hovione’s facilities is located in Macau, China. How was the site in particular and your business in China in general affected by the outbreak of the coronavirus pandemic?

J.-L. Herbeaux: Macau is a good example of Hovione’s success in controlling the risks associated with Covid-19. Extensive measures were quickly put in place to protect the team members and to ensure the continuity of our manufacturing operations. Many of the raw materials for Macau come from mainland Chinese suppliers and the site was also able to secure its supply chain. The site was even able to adapt to repair specialized equipment with its own staff as technical visits from suppliers were not possible. Our other sites, which have also been running without interruption or disruption, learned from the Macau response and organization. Best practices were quickly rolled out globally under the leadership of a global task force. All our sites are now operating safely according to this new reality. One of our most important decisions has been to offer free testing to our employees with an elevated risk profile, e.g. as they return from holiday.

 

The race is on to develop treatments and vaccines against Covid-19, and so is the need to assure supply of these potential drugs and vaccines. Pharma companies are leveraging their internal manufacturing networks but also partnering with CMOs/CDMOs. What supply and manufacturing strategies/alliances are in play?

J.-L. Herbeaux: The Covid-19 pandemic has engendered an all-out search for treatment options. Many hundreds of compounds for prophylactic and therapeutic use have been tested in the race against this deadly disease. No drug candidate or route of administration has been neglected and innovative formulation concepts are given due consideration under the assumption that regulatory authorities will likely grant accelerated approval to treatment options which show positive clinical outcomes.

The patient population is considerable, and the urgency is absolute. The manufacturing capacities for the few treatments that have demonstrated some efficacy (or promise of efficacy) to date are being ramped up to scales and with speeds which transcend anything the industry had seen so far.

Pharma companies have sought the help of their partners to ramp up raw material supply and custom manufacturing services to help them deal with this colossal challenge. In times of pressing requirements, strong partnerships are key and unsurprisingly pharma companies have tended to reach out to their existing partners – especially those who demonstrated the ability to meet complicated supply challenges involving new asset deployment and commissioning. We, at Hovione, are part of this select group of CDMOs working closely with partners on both new formulation concepts and steep upscaling of industrial production capacities.

 

“Emerging”, “virtual” and other small (bio)pharmaceutical companies are driving the discovery and development of new drugs but are mostly dependent on the availability of financing – which could become more restricted due to the economic downturn cause by the economic and epidemiologic disruptions to the global economy. As emerging biopharma companies are important customers of CMOs/CDMOs, how is this going to affect your business?

J.-L. Herbeaux: As a leading CDMO known for helping pharmaceutical companies of all sizes bring new and off-patent drugs to market, Hovione is of course dependent on the health of the biotech industry and its pipeline. So far, our business has remained extremely vibrant as our customers do not appear to be short of cash and pipeline projects are progressing as per plan. The last 3 years have been good in terms of biotech financing (the biotech sector in NASDAQ is at an all-time high). So, one may contend that biotech companies’ strong cash positions will allow them to weather the storm as long as the crisis does not perdure and investments do not stop abruptly. After a few months of increasing disruptions in clinical trials due to Covid-19, data now suggest that clinical trial disruptions have started to recede. Most trial disruptions appear to be due to suspension of enrollment – not financials.

 

Read the full article at CheManager

 

 

 

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Hovione’s historic site in Loures has been expanded to meet demand and is now operating at full capacity. This Lisbon-based flagship company has developed innovative production techniques to serve laboratories around the world On the outskirts of Loures, in the periphery of Lisbon, a maze of multicolored pipes covers the walls of the Hovione factory. This industrial site, where signs warn of an “explosive atmosphere,” houses the production of active pharmaceutical ingredients — the core business of this company with Portuguese origins generating annual revenues of more than half a billion euros. “The products that leave here are shipped to every continent,” explains Diane Villax, the family matriarch. At 91, her voice moves effortlessly between English, French, and Portuguese — a cosmopolitan streak inseparable from the history of Hovione and the Villax family, its founders. The epic began with an exile: that of Ivan Villax in 1948. With a toothbrush in one pocket and his chemistry degree in the other, the 23-year-old anti-communist fled his native Hungary with relatives hunted by the Soviet regime. After a stop in Clermont-Ferrand, he dropped anchor in Lisbon, where he met Diane, from a family of sugar industrialists. One year after their marriage, they co-founded Hovione in 1959 with two other Hungarian refugees. The early days were artisanal: the company’s laboratory was located in the basement of the family home. “One of my earliest childhood memories is of adults in white lab coats. I knew how to use a fire extinguisher at six!” smiles Peter Villax, son of Ivan and Diane, who worked for Hovione for more than thirty years. Very early on, the duo expanded internationally, notably into Japan. The 1980s were prosperous years: growth surged at 20% annually. Then transformation accelerated with the arrival of new technologies in the early 1990s. Today, “the time required to move from test tube to industrial scale has been reduced to a few weeks, compared with six months in the past,” notes Peter Villax. The American adventure Sixty-seven years after its creation, the company — now headquartered in Switzerland — employs 2,400 people. Through medicines incorporating its active ingredients, Hovione claims to treats around an estimated 80 million patients worldwide each year. The Loures site has been expanded, and production has spread to Ireland, the United States, and Macao. The cellar at 1 Travessa do Ferreiro, where the story began, is now a distant memory. Little known to the general public, Hovione is nevertheless a key link in the pharmaceutical value chain: it develops and manufactures molecules for 19 of the world’s 20 largest laboratories. Its expansion has been fueled by favorable market conditions. “Pharmaceutical manufacturers increasingly rely on outsourcing for the production of active ingredients,” notes Loïc Plantevin, a pharma specialist at Bain & Company. “Historically, major groups chose to allocate more capital to research than to manufacturing, while biotech companies — which now drive most of the market’s growth — are not designed to build factories.” Far from resting on its achievements, the company has transformed its offering. “While the founders initially focused on generic active ingredients, Hovione has evolved toward more complex molecules and formulations, produced within exclusive partnerships with its clients,” explains Jean-Luc Herbeaux, a French national and the company’s CEO since 2022. This shift reflects a deeper trend. “For several years now, active ingredients have become a more differentiated market and less sensitive to price,” adds Loïc Plantevin. “Competitiveness is now linked to know-how and advanced production technologies, which require substantial investment.” Hovione is the world champion of spray drying, a technology enabling the production of soluble powders. With the expansion of its New Jersey site, the company aims to double its U.S. capacity — a country that accounts for 60% of its sales. Despite Donald Trump’s attacks on the pharmaceutical sector, which he claims to have brought to heel by forcing price cuts, Hovione remains confident. “We are in the U.S. to grow, and that ambition goes beyond the momentum created by the American administration,” assures Jean-Luc Herbeaux. “Our customers there are asking us to help them produce in the United States over the long term.” Commitment to cutting-edge research and the search for talent are deeply rooted in the company’s DNA. “In his later years, my father collaborated with Nobel Prize–winning chemist Geoffrey Wilkinson. Together, they would go to the Hovione lab to run experiments — just ‘for fun,’ as they put it,” recalls Peter Villax. The group is the largest employer of PhD students in Portugal and has forged partnerships with several national universities. “In some ways, Hovione resembles a university,” he continues. “Despite the sensitive nature of our technologies, we publish many academic research papers.” In search of lost sovereignty To preserve cohesion, the Villax family adheres to strict governance. “Unlike many Portuguese family businesses, most members of the third generation do not work in the company,” notes Duarte Pitta Ferraz of consulting firm Ivens in Porto. “Several independent directors sit on the board. The family’s role is to define values and long-term vision, not to manage day-to-day operations.” This responsibility is fully embraced by Jean-Luc Herbeaux. Since joining the group in 2020 as chief operating officer, sales have doubled. “My priority was to refocus the group,” says the engineer, who previously worked for German chemical giant Evonik. “We developed spray drying, invested in a new tablet-manufacturing process, and increased production speed through a new model that allows our clients to access all our services at a single industrial site.” A member of the European Fine Chemicals Group (EFCG), Hovione is actively defending European pharmaceutical manufacturing — a sector under strain. According to a study by the French Union of Organic Chemical Synthesis Industries (Sicos), Europe’s share of global active ingredient production has fallen from 48% to 30% in ten years, to the benefit of India and China. The reasons include production cost gaps — raw materials, energy — as well as the burden of European administrative and regulatory procedures, explains Maggie Saykali, director at the EFCG. “If we start a price war with our Asian competitors, we will not win it,” she admits. “It is better to compete on quality, innovation, and sovereignty over our value chain.” It took the Covid-19 pandemic and severe shortages for Europe to awaken. Last March, the European Commission proposed legislation on critical medicines. But the race against time has already begun. “China is increasingly using pharmaceutical ingredients as a tool of geopolitical pressure,” warns Maggie Saykali. “It is urgent to preserve European players like Hovione, focused on process innovation — which allows medicines to be produced with higher quality and greater environmental responsibility.” With a new site under construction in Seixal, on the southern bank of the Tagus River, the Lisbon star has not finished shining in the orbit of the global pharmaceutical industry.   (This is a translation from the original article)   Read the original article on lexpress.fr  

Press Clipping
L'Express, 26 January 2026

Hovione, the Portuguese-rooted company that has become indispensable to global pharmaceuticals

Jan 26, 2026

Hovione is an international CDMO with over 60 years of experience in pharmaceutical development and manufacturing, providing a comprehensive range of services for New Molecular Entities (NMEs) including drug substances, intermediates, and finished drug products. Hovione also provides niche generic API products and delivers advanced technologies to support a variety of drug delivery systems, including oral, injectable, inhalation, and topical formats. Today, the company employs 2,500 people worldwide and offers 900 m3 of manufacturing capacity. Jean-Luc Herbeaux joined Hovione as Chief Operations Officer in 2020 and was appointed CEO in April 2022. Previously, he held multiple high-level leadership positions at Evonik, where he last headed the Health Care Business Line. Herbeaux earned a Diplôme d’Ingénieur from UTC in France and an M.S. and Ph.D. in Mechanical Engineering from the University of Houston in the U.S. In this Q&A with Contract Pharma, Herbeaux discusses Hovione’s leadership in spray drying and continuous tableting technologies, the fundamental purpose that drives the company, long-term growth strategies and more.   Contract Pharma: What are the most significant trends you are currently observing in the CDMO industry? Jean-Luc Herbeaux: Several powerful trends are currently reshaping the CDMO industry. First, we are seeing a rapid increase in the complexity of synthetic molecules. These compounds often require longer, more sophisticated chemical routes and access to specialized, qualified capacity. They also drive demand for advanced formulation technologies, particularly in particle engineering and bioavailability enhancement, where spray drying has become a key enabling platform. Second, development timelines continue to compress. Sponsors want to move faster, which significantly increases the pressure on manufacturing organizations. CDMOs are expected to design, build, qualify, and scale assets in much shorter timeframes. This challenge is amplified by the simultaneous launch of very large-volume products, where commercial capacity may not yet exist and must be created in parallel with late-stage development. These dynamics clearly favor CDMOs that already have available capacity, strong engineering depth, and proven capabilities in rapid, right-first-time scale-up. Third, the regionalization of supply chains is becoming a structural reality. Concepts such as “USA for USA” or “China for China” represent a fundamental shift for an industry that was historically optimized around globally integrated networks. CDMOs with a truly international manufacturing footprint and strong scalability are best positioned to support this transition and to meet the expectations of global pharmaceutical customers. Finally, all these forces are accelerating the evolution of customer relationships — from transactional outsourcing toward strategic, long-term partnerships. As regulatory standards tighten and customer audits become broader and more rigorous, CDMOs aspiring to be strategic partners must go well beyond technical excellence. They must demonstrate highly professionalized operations, robust quality systems, strong governance, and the ability to integrate seamlessly into their customers’ development and supply strategies. CP: How does Hovione maintain its leadership in spray drying and continuous tableting technologies? Herbeaux: Establishing and maintaining leadership demands focus, discipline and commitment to continuous improvement. Decathletes are versatile but rarely dominate a single event. Similarly, I believe pharma CDMOs must decide whether to focus on selected technologies to achieve excellence or maintain a broad offering with inevitable compromises in depth and focus. At Hovione, we have chosen to specialize, dedicating over 20 years to perfecting spray drying. Thanks to this dedication, we have built unmatched know-how in particle engineering, scale-up, and industrialization, by optimizing materials, formulation, process design, automation, hardware design, and nurturing internal talents and partnerships. Specialized CDMOs like Hovione are uniquely positioned to lead this journey, given their exposure to a far broader range of compounds than any individual pharmaceutical company encounters within its own development pipeline. Our journey in continuous tableting is more recent, yet it follows the same playbook: we apply the same disciplined, end-to-end rigor across processes, hardware, automation, talent, and partner networks to drive usability and adoption. We do so by weaving innovation and continuous improvement into everything we do, with all our team members and partners contributing. This specialized approach has made Hovione very relevant to the pharmaceutical market, not by virtue of size or volume, but through the differentiation achieved in these areas of heightened focus. In turn, this contributes to the creation and reliable supply of superior therapies to the most important stakeholder group – patients. CP: How is Hovione integrating new technologies and innovations in its processes? Herbeaux: At Hovione, we believe in advancing the quality of our services through science and technology.  Our scientific expertise helps bring performance and predictability to the development and manufacturing processes we employ to deliver drug products and their intermediates to our customers, ensuring consistently high-quality results at all scales. Our approach to innovation integrates co-development with our partners and customers to adopt innovations that accelerate development and constantly improve product and process performance. Digital tools and automation—like PAT, advanced analytics, and in silico modeling—are obviously integrated in our processes to improve control, speed, and outcomes. By focusing on innovations that have a real impact, Hovione supports up to 10% of the NDAs submitted to the FDA on any given year and contributes to medicines that reach about 80 million patients. This reflects our dedication to improving patients’ lives. At the core of our identity is this fundamental purpose that guides everything our 2,500 team members do: “We are in it for life.” CP: What is Hovione’s long-term strategy to grow its U.S. operations? What progress has the company made recently? Herbeaux: The significant growth of our New Jersey site in recent years reflects the combined effect of a deliberate strategic decision to reinforce local capabilities and teams —bringing us closer to our customers and their end markets. Our “one-site-stop” approach—bringing together drug substance, drug product intermediate, and drug product capabilities at a single site under one quality system—resonates strongly with customers. This model reduces technology-transfer complexity, compresses timelines, and enables seamless execution from development through commercialization, directly addressing customer demand for accelerated timelines. We recently completed a $100 million investment cycle, including the construction of a 31,000 sq. ft. facility featuring two new commercial-scale size-3 spray dryers dedicated to amorphous solid dispersions (ASDs). This investment more than doubles our U.S. spray-drying capacity. The facility will also soon be equipped with a next-generation GEA continuous tableting line (CDC Flex) designed to accommodate a broad range of output levels, from development through commercial-scale volumes. Hovione has also acquired additional land to support a future 125,000 sq. ft. greenfield development. Together, these projects have the potential, over the next decade, to transform our New Jersey site into a fully integrated pharmaceutical manufacturing campus of more than 200,000 sq. ft. CP: What is Hovione’s growth strategy for the rest of the world beyond the U.S.? Herbeaux: The New Jersey expansion is part of Hovione’s multi-year, multi-continent investment plan to create a network of autonomous yet harmonized sites. In Seixal, Portugal, a €200 million investment in a 104-acre campus—including new production buildings, laboratories, and offices—is scheduled to open in 2027, providing clear line of sight for new business opportunities. In Cork, Ireland, a recently completed expansion nearly doubled our local spray-drying capacity. Together, these investments strengthen our key technology platforms— 1) amorphous solid dispersion via spray drying and 2) continuous tableting—enhancing capacity and ensuring redundancy to support global supply continuity. CP: Are there any recent collaborations or partnerships that have been impactful for Hovione’s trajectory? Herbeaux: Strategic partnerships with pharmaceutical companies (our customers) are particularly rewarding, as they entail long-term commitments, provide preferred access to rich portfolios and pipelines, and support our continuous evolution toward best-in-class performance. In recent years, we have secured a growing number of preferred supplier relationships, which have helped ensure long-term supply of complex drugs and intermediates for our partners while also mitigating risk in our own pipeline. Another category of strategic collaborations involves partners with capabilities that are complementary to ours. Through these collaborations, we expand our innovation ecosystem, enhance our capabilities to address the industry’s toughest challenges, and leverage top industry talent to create value that benefits and respects all participants. Our partnership with Zerion Pharma helps advance the Dispersome technology to boost bioavailability of small-molecule drugs, supported by our ASD-HIPROS intelligent screening platform to speed amorphous solid dispersion formulation development. Our technology partnerships with Dragonfly Technologies (micellar chemistry) and Microinnova (flow chemistry) enable greener, leaner chemistry. Our collaboration with GEA contributes to the higher adoption of continuous tableting with next generation continuous tableting machines, which are easier to use, more compact and address the customer requirement for accelerated development. Building on our leadership in spray drying, we are partnering in systems for respiratory drug delivery, such as dry powder inhaler device technology with H&T Presspart and nasal powder delivery devices with IDC in order to present a complete offering (API, powder, and devices) to the market. Last but not least, we are expanding our network to areas adjacent to our current commercial activities, most notably aseptic particles and formulations, with the goal of addressing drug delivery and stabilization challenges for new modalities. Our specialized synthetic sugars, which show potential in this area, came with the acquisition of ExtremoChem. We will share more details as this offering continues to mature. CP: From a sponsor’s perspective, what should companies look for when choosing a CDMO for early-phase development of complex formulations? Herbeaux: When faced with the difficult task of selecting a CDMO, I would recommend choosing a partner with proven capabilities in the relevant area—particularly when it comes to scaling from early development to commercial production. I would select a CDMO that helps the customer make the right scientific and technical decisions early, anticipating scale-up challenges before they arise. Ultimately, I would choose a partner for the long term, equipped with the right team (including management), equipment, methodologies, quality and regulatory expertise to de-risk both the clinical and commercial programs. A long-term partnership fosters a transparent, collaborative model, supported by strong data protection, with the CDMO functioning as an extension of the customer’s team.  As trust is established and team dynamics are proven, partners can successfully pursue projects even beyond the CDMO’s core technologies, leveraging close collaboration and higher levels of integration to ensure successful outcomes. In my experience, nothing delivers more long-term value than a network of trusted partners. CP: As the CDMO space becomes increasingly crowded, how is Hovione differentiating itself in the eyes of emerging biotech and mid-sized pharma clients? Herbeaux: Our customers’ trust is our most valuable asset. It underpins every collaboration we build and is earned through the depth of our scientific expertise, efficient and reliable manufacturing, strong quality systems, sustainable practices, and long-standing regulatory excellence. This foundation is reflected in the trust placed in us by 19 of the world’s top 20 pharmaceutical companies, as well as many mid-sized pharmaceutical companies and biotech organizations. That trust is never taken for granted. It is earned and reinforced through our continuous efforts to help our customers address their most complex challenges and advance their drug programs with dedication, confidence and timeliness. As a family-owned company with a stable and experienced management team, we provide a clear long-term vision and consistent strategic direction—qualities our customers value highly. Having grown organically with patient outcome in mind, we deeply appreciate that every project matters—both to our pharmaceutical partners and, most importantly, to the patients whose lives depend on the successful launch and delivery of these medicines. Emerging biotech and mid-sized pharma clients can rely on the superior level of engagement and service that has made Hovione successful. Through our integrated model, we support the development and manufacturing of drug substance, drug product intermediates, and finished drug products for both clinical and commercial applications—enabling smooth scale-up, consistent results, and accelerated timelines. Our R&D and operations teams work in close partnership, coordinated by best-in-class project management practices, to ensure fast, reliable transfer from laboratory scale to GMP industrial production, maintaining speed without compromising quality. Throughout every stage, quality and compliance remain at the core of our work, with unwavering adherence to the highest standards. Our leadership in platforms like ASD by spray drying and continuous tableting, together with our capability to drive projects to success at any scale, remains a key source of value for emerging biotech and mid-sized pharma, especially as advanced formulation challenges grow more complex.   Read the full article at ContractPharma.com  

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Contract Pharma, 12 January 2026

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