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Mentoring and Developing Next Generation of Pharma R&D Experts
Dr. Bhaswat S. Chakraborty
Sr. Vice President, Research & Development,
Cadila Pharmaceuticals Ltd., Ahmedabad
Characterizing Pharma R&D Scientists: Next Gen
Pharmaceutical scientists come from a vast array of specializations within health sciences, chemistry and
biotechnology majors. Specializations can be very refined and narrowly focused these days, as research
knowledge has exploded since 1980s. A few of the research and development (R&D) functional areas in
pharmaceuticals discovery and manufacturing are worth mentioning, e.g., pharmacology, medicine,
pharmaceutics, pharmaceutical and medicinal chemistry, immunology, microbiology, biostatistics and
epidemiology. In addition, management and resource specializations contribute to these activities for
which talents come from different but very significant dimensions.
Most of the pharmaceutical scientists have had a post graduate training from a recognized academic
institution in their respective fields. About 10% of these individuals are PhD and MD degree holders.
While their academic accomplishments mark their basic qualifications these days, other characteristics
include high IQ, goal setting, problem solving and team playing skills. A fraction of these individuals can
also be gifted with a high EQ. Also, an eye for details and writing expressly in technical English or any
other vernacular characterizes a great majority of scientists. Interestingly, many of them are also very
conscious about their intellectual and other gifts.

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Adaptation of a Fresh Graduate in his Functional Roles
By and large, R&D scientists are concentrated in private sector pharma business companies and some
academic institutions. The total number of pharma, biotech and medical devices R&D scientists are
estimated to be in excess of 400,000 people globally. Except for a few privileged ones, the vast majority
get a job orientation following their graduation from academia and only after joining their employment.
The theoretically oriented scholar can sometimes get surprised as they get a formal training in on-going
projects and SOPs by the minute stepwise descriptions of processes and rigidity of specifications. The
hierarchy of reporting and the reality of owning the responsibilities are also strikingly novel for most of
the entry level scientists. A suitable mentor can hold the hands of a fresh graduate during these
bewildering times.
While fresh graduates of all disciplines undergo adaptation in this new environment, perhaps one of the
steepest adjustments lies there for a medical graduate entering pharma clinical R&D. She often has to
work as a part of large multidisciplinary drug development teams because the clinical R&D department
of a large company engages in R&D of many therapeutic areas. These physicians have to bring a clinical
perspective to all research and development activities there. Scholarly oriented PhD scientists in
pharmacy or other health sciences also face challenges of general co-ordination and focus on eventual
commercial success of their projects.
Preclinical drug discovery and development offer numerous opportunities for well trained life
scientists. For any drug it is important to establish that it works, is safe for patients to take, and
a working knowledge of how a human body is going to handle it. Broadly these are the areas of
discovery biology, drug safety R&D (DSRD) and pharmacokinetics, dynamics and metabolism
(PDM). Entry to careers in these departments is possible at a number of levels, from school
leaver to graduate to PhD, and at more senior levels. Veterinary physicians and pharmacy and
toxicology graduates contribute highly in preclinical drug discovery and development.

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For graduate entry level positions a usual requirement is adequate academic qualifications with
some practical experience. Occasionally vacancies will arise for experienced graduates with
transferable skills and a flexible attitude. Factors affecting availability of these positions will be
the structure of the individual company and where and how it does its research. One can find a
suitable job directly or work through an intermediary agency.1
Development of Team Playing Skills
All pharma R&D activities are carried out in “team” set up these days. Teams could be mainly of three
types: management, operational and expertise. Management teams have the roles of leading and co-
ordinating, while operational teams consist of actual delivery of projects and problem solving oriented
team players. Experts give critical input and also provide depth expertise wherever needed. Regardless
of what one’s role is, the mentoring process should establish an equal dignity and importance of all roles
such that there is no artificial competition and dissatisfaction in one’s mind regarding her role. If
mentoring (in the sense of preparing the mind of the protégé[e]) is not done properly and adequately,
roles remain unclear, domineering and put-down behaviours by certain role players become rampant at
the cost of others.
Clear SOPs should be written up for the development of team playing skills. There is a myth in some
organizations that soft skills (mentoring included or implied) cannot be written as procedures. This is not
true. Mentoring objectives and essentials of the processes must be written down to enhance clarity.
Especially SOP for developing team skills warrant written procedures because the roles are diverse and
skills required are unique. For example, a leadership role should be encouraged to use his authority in a
positive whereas an implementer ought to be mentored for delivering projects on time and building
quality in those projects. Both of them may be utilizing the skills of a common larger team.
Finding a Career Mentor
Mentor in Sanskrit is “Mantradata” or giver of knowledge. The most famous examples of mentor-
protégé In India are Krishna-Arjuna (ancient) and Gandhi-Neheru. Mentor in Greek mythology, however,
was a friend of Odysseus who placed Mentor and Odysseus' foster-brother Eumaeus in charge of his son

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Telemachus, and of Odysseus' palace, when Odysseus left for the Trojan War. Since then, the personal
name Mentor has been adopted in English as a term meaning someone who imparts wisdom to a less
experienced colleague.2
Sir Humphry Davy was a mentor to Michael Faraday. And we know what a stupendous pupil the latter
turned out. While the character mentors impart spiritual and life skills to their younger counterparts, an
R&D mentor can inspire and give insight in many career related issues. For example, a mentor can
explain difficult scientific concepts, which can lay foundation of the mentee’s understanding and save a
great deal of time and energy. He can also help the young scientist to design a difficult clinical trial or
experiment and solve problems that the latter is encountering. In addition, the mentor can help the
protégé learn more about the cutting-edge research in the field, i.e. the research that has not yet been
published but is still important to know for your own project. Correct interpretation and scope of new
FDA guidances is another insight that a mentor can give.
Perhaps, one of the most significant contributions of a mentor lies in teaching proper conflict resolution
and pressure diffusing techniques beyond fight and flight. The arts of stress management can be added

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to this category. In fact, a mentor can impart knowledge of many vital life skills to his endeared
protégé(e). The list of probable facilitation and insightfulness of overall mentoring items cannot be
exhausted.
Talent Grades: Fact or Fiction?
Talents are real – there is no doubt about that. In extension, grades of the same talent (sometimes
similar), for example, mastery in research problem solving, are also real, at least pragmatically. Talents
are natural inclinations in many cases. Geniuses are extreme (highest ranked) in this regard. However,
even those who are not genius may be highly talented and stably talented. Genuine R&D talents are
often consistent in their performance and productivity and show excellence in their approach to work.
However, talents can be developed, improved or both. Continuous development in the area one is
trained is not only desirable but is an organizational necessity these days. Cross-disciplinary talents are
also highly sought after since last two decades as majority of R&D projects are cross-disciplinary in
nature. A young scientist, trained in bioanalytical methods, can be developed to carry out an entire
Phase I clinical trial. An organic chemist, trained only in a specialized area of organic chemistry, can
develop his skills to the point that he becomes the master-mind of a very prolific biotech discovery
program.
Where are We Now in India?
Since 1995, relevant industry in India is going through a radical change in its pharmaceutical R&D
programs. The API and manufacturing aspects of the industry had already caught up with international
rigors during 80’s and early nineties. Ever since, the pre-clinical and clinical developments are gaining
efficiency. For example, in clinical trials, following a steep learning curve in the 1990’s, most of the
pharmaceutical giants and CROs now have systems in place to capture the benefits of large,
multinational studies while minimizing the problems. These include Hardware and IT infrastructure
harmony, support in multiple languages and responding to regulators’ queries from several countries at
the same time. Some aspects of successful management of large, multinational clinical studies have
become mature through repetition and experience, such as training and support, while others, often
critical processes, require constant oversight to avoid serious mistakes.3

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This has been largely possible owing to the dedicated contributions from pharma R&D scientists in this
country. The young generation of scientists are worthy of repeated mention here.
The Glory Forward
The author is highly optimistic about the current and future glory of Indian pharma R&D scientists. The
readers should not forget that approximately one out of six pharma scientists in the US is of Indian
origin. Their contributions to global pharma and biotech industries go without saying. A portion of
these scientists are now transferring their scientific and mentoring knowledge back to India.
The combined value of pharma and biotech in India is about US$ 20 billion. If we can sustain the R&D
and other outsourcing activities from overseas and continue to grow, we shall be one of the top 5 global
markets in value. The key to this success is also the successful nurturing and mentoring of our scientists.
Let the experienced mentors hope that we never falter in this important national goal.
References
1. Loftus J., Edwards M. (2013). Clinical Discovery.
http://www.clinicaldiscovery.com/readArticle.aspx?articleId=46
2. Wikipedia. http://en.wikipedia.org/wiki/Mentor.
3. Chakraborty B. (2012). A Story of Drug Development: from Conception of the Molecule till Market
Approval. Pharma Tech, May-June, 22-26.