Experienced pharma practitioners as implementers, not theorists

We support pharmaceutical companies with complex projects
to successfully implement.
From technology transfer – digitization – supply chain optimization –
Increasing implementation efficiency – all under GMP 
We conduct research ourselves
with that we are always up to date 

What you can expect from us

  • Senior experts will take care of the project immediately.
  • Direct, practical implementation of your project
  • Minimal overhead
  • Very fast decisions

We also organize workshops and conferences on
Exchange among industry experts.

Initial consultation appointment
Founder image

Dr Georg Astl Founder

Leadership positions in start-ups, mid-sized companies, 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, optimizations, statistical modeling of sensors, and data strings are all carried out internally. None of it is outsourced.

We have been in business for a long time and know many of the pitfalls of internal and external projects. We plan projects and implement them. In Switzerland – Europe – Asia – North America – 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 partner
  • Negotiate price and costs
  • Technical Implementation
  • Regarding implementation
CMO Management 2

CMO Management

  • Find new CMOs
  • Batch size adjustment
  • Optimize price and cost
  • Forecasting
CMO Management 3

Implementation efficiency

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

Digitization

  • Optimization and DoE
  • Process modeling
  • PAT
  • Create software tools
  • Data networking

15 years

Successful projects through Eoswiss Pharma

100%

Our core team has more than 15 years of professional experience.

€500 million

Our biggest project
(New factory buildings)

Case study
Transfer of a freeze-drying process

Case study: Transfer of a freeze-drying process

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

Challenge

The transfer of a sterile manufacturing process required the adaptation of the filling line and the development of a new freeze-drying cycle under GMP conditions, in an extremely short time
  • Adaptation to different freeze dryer technology
  • Bottling line needs to be modified, with long delivery times
  • Freeze-drying cycle must be redeveloped
  • A scale-up is to be carried out

Solution

Conventional approaches would have been based on multiple scale-up and technical batches, which would have significantly extended the timeframe and costs.
  • Designed experiments in the laboratory instead of production
  • Model-based optimization to define the process parameters
  • The quality of the modeling was sufficient to completely dispense with technical batches.

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

We actively participate in scientific organizations.

We actively participate in scientific organizations.

We allocate 15% of our revenue to research and development of our own projects and software.
This ensures that our technology is always up to date.

Organization logo
Organization logo 1
Organization logo 2

Pharma projects and mountaineering

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

It is about navigating through difficult situations as well, without taking unnecessary risks.

That is why I prefer working in small, experienced teams. We are responsible for the result, not just the plan.

Testimonial image

Dr Georg Astl Founder

When our approach does not work

When our approach does not work

For the implementation of our project, there are prerequisites that must fit.

Escalated customer-supplier situation

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

  • Our methods are based on at least partial cooperation
  • Before improvement projects can be undertaken, a common basis for discussion must exist
  • Ongoing legal proceedings between customers and CMO do not provide a basis for us

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

Unstable environment

Various restructuring processes are already running in parallel. Then we cannot carry out a realistic measurement of success.

We always measure success in our implementations. Once against 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 parallel projects are running, we can no longer measure and control the success of our projects.

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