06Jun

In the heart of Silicon Valley is a biotech laboratory run by robots. They carry out experiments ordered by scientists anywhere in the world who simply login to the lab, describe their project, set options like the cells to use or the types of analyses to perform, and go on to do other things while the robots do the rest.

The Strateos lab in Menlo Park, California is as sophisticated as many research facilities and it becomes more so all the time. In partnership with Eli Lilly, Strateos opened a second robotic cloud laboratory in San Diego this year that focuses on the drug discovery process.

Lilly is using part of this Life Sciences Studio for its own projects. The remaining capacity is available to startups in the biosciences to run their own experiments, providing them access to tools and processes few of them can afford on their own.

Though still rare, fully robotic, remote laboratories like these are the future of drug development and biological research. They’re a clear sign of just how much laboratory automation has advanced. From the early days of handling routine and basic functions like blood chemistries, immunoassay and urinalysis, the cutting edge Life Sciences Studio can synthesize, test, and optimize compounds in pursuit of new drug therapies without human help.

At the Texas Medical Center (TMC) Innovation Institute in Houston, concept automation is tested and demonstrated. One of the most futuristic is YuMi, a product of ABB Robotics, which has a research hub there. Already in use in a handful of facilities, YuMi manages viral antigen testing in one lab and handles tissue, bone, and sterile fluid samples at another.

ABB predicts that by 2025, 60,000 nonsurgical robots, many as versatile as YuMi, will be in use in healthcare. 5,000 deployed in laboratories.

Robots,says Robin Felder, PhD, professor of pathology and associate director of clinical chemistry and toxicology at the University of Virginia School of Medicine, are “beginning to swallow up all of the manual parts of the laboratory.”

But more than that, with the rapid advances in artificial intelligence, Ben Miles, PhD, head of product at Strateos, sees a future where the robots will analyze data to initiate experiments on their own.

We’re not there yet. But as Dr. Dean Ho, Provost’s chair professor of biomedical engineering at the National University of Singapore, said, “At some point, we’ll be able to move beyond solely relying on pre-existing data and algorithm training and prediction making.”

Photo by Daan Stevens on Unsplash

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Green Key
Jun 6, 2023

Clinical Research Hit By High Turnover

Clinical research associates in the US are leaving jobs at the rate of 30% a year, says a new report from the consulting, tax and advisory firm, BDO.

Where turnover rates for these clinical monitoring professionals had been holding steady at 25%, the rate jumped between 2017 and 2018 by 4%. Outside the US, the global average is a modest 16%.

Turnover has plagued clinical / contract research organizations (CROs) for several years, but the increase in the US promises to heighten the problem. The BDO report says the impact to a CRO can be severe: “Losses of team members can disrupt clinical trials, and ultimately damage the relationship with the trial sponsor. High levels of turnover may deter sponsors from engaging in a strategic partnership with a contract research organization.”

There are multiple causes behind the increasing CRA turnover, though compensation and competition for these professionals is at the top of the list.

“If CROs hope to retain key talent, they must do a better job of linking pay raises to an employee’s level of contribution and re-assess merit budget increases,” said Judy Canavan, Global Employer Services Managing Director at BDO. “Competency models can help companies quantify this linkage.”

BDO’s analysis found CRA compensation levels remained “largely unchanged during the last five years” while CRAs have significantly increased their skills relative to their rate of pay. Likewise, annual incentive programs, a tool to attract and retain talent, haven’t changed much in the last five years. Payouts as a percentage of salary, have actually decreased, the report says.

“Quite simply, says Canavan, “Companies need to link the size of the raise to the increase in an employee’s contribution. This may mean increasing the size of the merit budget. Utilizing a competency model can help companies quantify this linkage.”

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