Describe your experience in the training process upon joining Medpace.
When I joined Medpace Australia as an aCTM in October 2023, I was stepping into uncharted territory with no prior clinical research experience. However, the exceptional training process made it a smooth, comfortable, and exciting transition for me. I was assigned both an office mentor and a T&D mentor who provided invaluable guidance and support (and who continue to do so).
I was also given the opportunity to participate in the Medpace aCTM training program, an intensive program where we were tasked with presentations, participating in mock sponsor calls, and engaging critically with other colleagues’ presentations. Together, these training processes offered invaluable real-world insights and hands-on experience that significantly deepened my understanding of clinical research, my role as an aCTM at Medpace, and fostered meaningful collaboration with my colleagues.
What is one piece of advice you received from a mentor that you still carry with you.
“Always stay curious!” – It’s an extremely simple piece of advice but has shaped how I approach my career and daily life. In clinical research, there is always something new to learn every day, and keeping that curiosity alive has helped me to stay engaged and open to new ideas. It reminds me that growth comes from asking questions and exploring beyond what is already known. Even in moments where things get routine, there’s always room to dig deeper & explore new angles!
What has helped make the transition into clinical research “seamless?”
When I think of a “seamless” transition, it’s about moving into a new role with confidence and support where every step feels natural and connected. For me, this was made possible by the blend of comprehensive training, strong mentorship, and the welcoming team at Medpace! While the training programs gave me the foundational knowledge, my line manager, colleagues, and mentors ensured that I had the guidance I needed to apply this knowledge effectively. I felt at ease asking any questions, and they often shared valuable experiences and tips and tricks along the way. Ultimately, it was the collaborative spirit and camaraderie at Medpace that made my transition a seamless and exciting one!
How do you and your team ensure seamless communication during periods of change?
Due to the intense workload and extremely tight deadlines, we had to adapt our communication style to a very fluid and dynamic one. In addition to our regular calls with the team, we developed Teams groups for specific tasks.
What is one thing you have learned throughout your time as a manager about creating flawless collaboration with your team?
Empower your team and lead them. Showing your faith and trust in your team’s abilities fosters a group spirit towards a common goal. Leading the team by creating communication channels and using them frequently helped also to streamline the communication processes.
How does your team’s collaboration contribute to driving clinical research forward?
It is critical. Things are constantly changing and evolving, so we need to know what is happening, where, when, how… in order to make sure we are on top of things, especially when we have client members in different time zones.
How do you manage collaboration between different departments and even entities outside of Medpace?
Within Medpace, all study team members across functional areas – for example, Medical Monitoring, Clinical Safety, Clinical Operations/Monitoring, and Data Management – had a helpful and dedicated approach to ensuring an open environment conducive for collaboration.
No matter the means of communication, the Medpace study team demonstrated a willingness to lend a hand at every step, and that approach translated perfectly to our work with the Sponsor and study sites. Even when facing fast-approaching deadlines, the positive attitude and dedication to project completion outweighed the challenge.
Describe an example of collaboration between you and your colleagues that drives clinical research forward.
While conducting a nationwide study, the Sponsor set a short deadline for study findings so that they could be formally assessed and packaged for the FDA. The timeline presented a challenge to our sites and to Medpace colleagues given the complexity of the indication and number of subjects enrolled. Working towards a deadline, the combination of Medpace cross-functional collaboration, Sponsor collaboration and input, and site effort drove us to achieve our goal – accurate study data ready for FDA submission and, hopefully, approval so that the product can be accessed by patients in need all over the country.
What is one piece of advice you have for increasing and maintaining collaboration for those with similar project expectations?
Approaching each interaction, whether with other Medpace personnel or project stakeholders, with the mindset that our work will benefit many patients in the future is key to successful clinical research. Whether it be advising sites on protocol expectations, resolving complex data queries, or one of the many other challenging parts of a clinical trial, the reminder of our greater purpose is key to internal and external collaboration.
What elements of the mentorship you received when you joined Medpace do you now use in your own practice?
I started in September 2018, at which time there was no Clinical Packaging and Supplies (CP&S) group. For Medpace, it was a new position. For me, I had always been fully office based. And, when I started, there was a limited number of remote positions at Medpace.
I received strong support from my direct line manager in that she pointed me in the right direction by introducing me to numerous colleagues, inviting me to various meetings, then letting me run with it. I continued meeting other colleagues by setting 15 minutes to introduce myself without a set formal agenda to let the conversation flow. This personal connection set a foundation for customer service both internally and externally. CP&S colleagues introduce themselves face to face to the CTMs when assigned to a new project. Additionally, we present introduction slides for each first conversation with Sponsor colleagues. CP&S develops slides for IP specific discussions with the Sponsor. It looks more professional, shows we put time into preparing for the meeting, and lets the Sponsor know their goals are our goals. CP&S further has mindset of tripartite communication between and amongst Medpace, Sponsor, and Vendor to ensure study deliverables and timelines are met.
What did training look like as an employee in a new position? How did Medpace support you with this new role?
As a new Medpace employee, I went through new employee training as well as some of the training for Clinical Operations and Quality colleagues. Because I was in a new position, training for Medpace CP&S was not available. Although I had 30 years of experience across study phases, therapeutic areas, product presentations, and storage conditions, prior to developing a CP&S department along with a training program, it was necessary to first learn what various other Medpace departments needed. By scheduling 15 minutes with many of the directors across the organization, this provided an opportunity to “learn as I go.” Each of these conversations allowed me to forge a solid new role as an independent contributor so that several months later, when it was time to begin building a department, I could prioritize and focus on where great impact could be made in a short amount of time.
How would you describe the system of mentorship in the department you built?
Because we traditionally hire entry level or junior colleagues into CP&S, as would be expected, they go through new hire training along with departmental and functional area training. Upon completion of the training modules, new colleagues immediately begin shadowing another colleague. This provides the opportunity to understand roles and responsibilities within CP&S as well as with other internal and external colleagues. As soon as a new colleague begins shadowing, to match our responsibilities pre-ward to Medpace, new colleagues begin to learn to develop vendor calculations and vendor RFPs. To match our responsibilities post-award to Medpace, new colleagues also begin to develop agendas and draft meeting minutes. They learn at their pace, then once reasonably proficient, we encourage them to try to complete these tasks on a real project timeline. Additionally, colleagues are encouraged to present at our monthly internal meeting, the Internal Medpace Project meeting, the Medpace Sponsor meeting, and the Medpace Sponsor Vendor meeting.
Do you receive personal satisfaction in seeing your colleagues grow and develop their career?
Consistent with the Medpace mindset in finding the right candidates and growing organically by bringing them in at entry level or junior level, they develop technical expertise with a strong sense of Customer Service, both internally to Medpace colleagues and externally to Sponsor and vendor colleagues. There is no specific course of study for clinical packaging and supplies – we look to balance our department approximately 50/50 with Pharm D and non-Pharm D, such as math, supply chain, economics, or general business. There is strong camaraderie amongst our colleagues, each willing to help each other. I take great personal and professional satisfaction in seeing entry and junior level colleagues learn and request to be stretched. A few signs that personal and professional satisfaction permeates the colleagues – they attend Medpace career fairs on their own time; they often eat lunch together. I consider myself very fortunate to work with these colleagues. Like me, each of the colleagues knows someone somewhere is benefiting from their work.
Describe your experience moving from Clinical Research Associate to CRA Manager.
My transition to CRA Manager was very painless as I continued to work with the same people I knew and trusted from my years as a CRA at Medpace. My supervisor was extremely helpful with teaching me everything I needed to know and my CRA team was forgiving of my inexperience as a manager.
What is the biggest difference between when you started at Medpace and now?
When I started at Medpace, we only had 6 employees in the Poland office. We now have exceeded 100! Despite the terrific growth I think we managed to retain a friendly atmosphere.
Describe your Medpace career development in one word.
Rewarding
Medpace careers