Engineering Growth across Food Pharma and Cannabisa

Professional Journey and Industry Evolution

Since the late 1980s, I have been involved in a variety of industries. My journey began in the food industry (eggs), which led me, to the industrial preparation of enzymes and biomarker proteins for the diagnostics sector (HRP, Ovalbumin, Conalbumin, Avidin). In the 1990s, I transitioned to the emerging biotechnology field, focusing on monoclonal antibodies (mAbs and scFV conjugates) for cancer therapeutics. Throughout the 2000s, I worked on biopharmaceuticals and in the biodefense (Anthrax, Botulism) and biogenerics (rLeukotropin, rHGH) sectors. I went back to the food industry (fish) for a decade, and now I’m in the edible cannabis industry, having the time of my life.

I have observed significant transformations, particularly in the growing use of automation in manufacturing and laboratory work and a notable consolidation in the biopharmaceutical industry. The trend of smaller startups acquired by larger companies continues, largely due to the increasing research demands in these sectors. This, in turn, requires higher capital investments to remain competitive.

There must be a focus on cultivating a culture of continuous learning where innovation unlocks new opportunities and employee engagement turns change into growth

Lean-Six Sigma supplies essential tools for anyone managing manufacturing processes. This requires that frontline personnel be engaged, as their knowledge of individual processes far surpasses that of management, which often changes from industry to industry. While management can offer experience, the specific expertise resides with those on the front lines.

The challenge lies in extracting this valuable knowledge through teamwork and recognition and/or reward programs that incentivize participation. This approach fosters a corporate culture where innovation is pursued not solely to cut labour costs, but to promote growth through the efficiencies gained.

Leadership, Continuous Improvement and Cross-Industry Insights
In other words, there must be a focus on cultivating a culture of continuous learning. The organization should be consistently innovating in its product offerings, unlocking new opportunities that increase manufacturing capacity. Because of employee engagement, there is no fear of job loss; rather, there is a perception of new opportunities on the horizon.

The process we use for root-cause analysis varies, starting with techniques like the 5 Whys and cause-and-effect analysis, and extending to risk-based analysis. Our toolkit also incorporates elements of Lean Six Sigma. In my experience, most companies adopt these methods, though the level of rigour and formality can differ significantly from one organization to another. I have been involved in Manufacturing Excellence, Lean practices, and Lean-Six Sigma approaches, and their success or failure often depends on the level of corporate engagement.

The manufacturing processes and systems are consistent across all industries; the only difference lies in the regulatory landscape and the necessary compliance with those regulations. It is crucial to invest time and effort in understanding the regulatory environment relevant to your industry and to learn as much as you can about it.

This is fundamental to understanding leadership and how one perceives it. Leadership is one of the hardest skills to master or teach. Many components and a significant degree of emotional self-knowledge (know-thy-self) appear to be largely genetically determined, so even if taught, under pressure, the individual will revert to instinctual behaviour. But awareness of your leadership style goes a long way to mitigate the bad traits when exercising the leadership role. Embrace it because it’s coming, and it’s coming at an accelerated rate.