Experienced pharmaceutical practitioners implementers, not theoreticians

We support pharmaceutical companies with complex projects
to successfully implement.
From Technology Transfer – Digitalisation – Supply Chain Optimisation –
Improving Implementation Efficiency – All under GMP 
We conduct research ourselves
this means we are always up to date 

What you can expect from us

  • Senior Experts will take immediate care of the project.
  • Direct, practical implementation of your project
  • Minimal Overhead
  • Very quick decisions

We also organise workshops and conferences on the
Exchange among industry experts.

Meet and greet appointment
Image of the founder

Dr Georg Astl Founder

Leadership positions in start-ups, medium-sized enterprises and FTSE-500 corporations, with experience in Europe, Asia, North America and the MENA region.

What we do in projects

We implement projects based on our experience. Process developments, optimisations, and statistical modelling of sensors and data strings are carried out in-house. None of this is outsourced.

We have extensive experience and are familiar with many of the pitfalls inherent in both internal and external projects. We plan and implement projects across Switzerland, Europe, Asia, North America, and North Africa. We avoid unnecessary complexity.

CMO Management

Scale up

  • Process development
  • Model development
  • Scale-up implementation
  • Validation in production
CMO Management 1

Transfers

  • Find transfer partners
  • Price and cost negotiation
  • Technical implementation
  • Implementation
CMO Management 2

CMO Management

  • Find new CMOs
  • Adjusting batch size
  • Optimise price and cost
  • Forecasting
CMO Management 3

Implementation efficiency

  • Analyse and measure processes
  • Accelerate processes and projects
  • Change Management
CMO Management 4

Digitalisation

  • Optimisation and DoE
  • Modelling Process
  • PAT
  • Software-Tools zur Erstellung
  • Networked data

15 years

Successful projects through Eoswiss Pharma

100%

Our core team has over 15 years of professional experience.

£500 million

Our biggest project
New factory buildings

Case study
Freeze-drying transfer

Case study Transfer of freeze-drying

The total cost of a transfer is determined by the total time.

Challenge

The transfer of sterile manufacturing necessitated the adaptation of the filling line and the development of a new freeze-drying cycle under GMP conditions, in an extremely short timeframe.
  • Adaptation to different freeze-dryer technologies
  • The filling line needs to be modified, with long lead times.
  • The freeze-drying cycle needs to be redeveloped
  • Scale-up should be carried out

Solution

Conventional approaches would have been based on multiple scale-up and technical batches, which would have significantly extended the timeline and costs.
  • Structured experimentation (Design of Experiments) in the laboratory instead of in production
  • Model-based optimisation to define the process parameters
  • The quality of the modelling was sufficient to completely eliminate the need for technical batches.

Result: First successful validation run achieved in 12 months instead of the usual 24–36 months.

We actively participate in scientific organisations

We actively participate in scientific organisations

With 15% of our turnover, we research and develop our own projects and software.
This way you can be sure that our technology is always up-to-date.

Organisation logo
Organisational logo 1
Organisation logo 2

Pharmaceutical Projects and Mountaineering

For me, pharma projects are like mountain climbing. Success is when the team reaches the summit – safely and reliably.

It's important to navigate difficult situations without taking unnecessary risks.

That's why I prefer working in small, experienced teams. We're responsible for the outcome, not just the plan.

Testimonial image

Dr Georg Astl Founder

When our approach doesn't work

When our approach doesn't work

For our project implementation, there are prerequisites that need to align.

Escalated customer-supplier situation

Our methods are not suitable for resolving conflicts between customers and suppliers.

  • Our methods rely on at least partial cooperation.
  • Before improvement projects can be undertaken, a common basis for discussion must exist
  • Ongoing court proceedings between customers and CMO offer us no foundation

We can facilitate conflict resolution, but we do not conduct it ourselves.

Unstable environment

Various restructurings are already underway in parallel. Then we cannot conduct a realistic measurement of success.

We always measure success in our implementations. Once for the set project plan and budget, but we also pursue internal goals: for example, the implementation and introduction of a new technique during project execution. If too many projects are running in parallel, we can no longer measure and manage the success of our projects.

Let's have a brainstorm here.

Check possibilities?

Exchange of ideas

Have a chat with a partner