In this episode of SCW for Pharma, Evren Ozkaya welcomes Tim Tyson, Chairman and CEO of TriRx Pharmaceutical Services.

The conversation begins with Tim’s professional journey in the pharmaceutical industry. Starting his career in operations and manufacturing, he worked closely with major pharmaceutical companies before rising to executive leadership roles at GSK, where he served as the president of the Global Manufacturing and Supply Division. Tim reflects on what continues to resonate with him about the pharmaceutical industry: the opportunity to contribute to life-altering and life-saving medicines that have a meaningful impact on patients around the world.

Evren and Tim then compare the pharma services (CDMO) industry with consumer goods manufacturing. While the industries differ in many ways, Tim highlights a surprising similarity: both operate with relatively tight margins, making operational efficiency and continuous improvement essential for long-term competitiveness.

The discussion then shifts to Tim’s perspective on the Contract Development and Manufacturing Organization (CDMO) business model. Tim explains that outsourcing specialized manufacturing capabilities allows pharmaceutical companies to increase efficiency and reduce costs, particularly when CDMOs can achieve higher capacity utilization across their facilities. He emphasizes that making the right investments in facilities and technologies is essential for serving both human and animal health markets effectively.

A major challenge across the industry, however, is low capacity utilization. Tim notes that average utilization rates can be as low as 24%, while a sustainable business typically requires at least 40–45%. Although many CDMOs target utilization rates closer to 70%, regulatory constraints and market dynamics often make this difficult to achieve. According to Tim, improving utilization and operational efficiency will be critical for the long-term sustainability of pharmaceutical manufacturing.

Evren and Tim also discuss the recent wave of investments in new pharmaceutical factories, particularly in the United States. Tim argues that from both an engineering and financial perspective, building new facilities may not always be the most rational solution when significant unused capacity already exists. Instead, he advocates for modernizing existing facilities, adopting new technologies, and improving operational performance to unlock value from current infrastructure. At the same time, the industry is experiencing growing regionalization, with reshoring trends emerging not only in the U.S. but also across Europe, China, and India.

The conversation then turns to the role of visibility and digitalization in pharmaceutical manufacturing. Tim emphasizes that successful CDMOs must build strong customer relationships based on trust and consistently deliver products that meet regulatory standards and arrive on time and in full. Achieving this requires moving beyond fragmented spreadsheets toward digital factories that provide real-time operational visibility. With better data and transparency, organizations can identify hidden inefficiencies, drive continuous improvement, and maximize operational performance.

Finally, the discussion addresses the growing interest in AI across the pharmaceutical sector. Tim believes predictive tools can provide meaningful value in manufacturing environments, particularly for identifying improvement opportunities and supporting data-driven decision-making. However, he stresses that organizations must first establish strong data foundations before.