In the final piece from their conversation on life sciences hiring trends, Michael Woodhead and Kaiser Karamdad look at one of the clearest shifts they're both seeing in the market: the rise of contracting as a strategic choice, not just a stopgap - and why the current environment makes it worth serious consideration for both companies and candidates.
For much of the last decade, contracting in life sciences was seen as a transitional state. Contracting was something you did between permanent roles, or when you had a very specific niche skill and wanted to monetise it flexibly. However, that perception is changing fast. Contracting is increasingly not just a viable option but, in the current market, often the most strategically sensible one for both companies and candidates.
What's driving the shift to contracting recruitment?
Companies are under enormous pressure to be lean. The era of building large in-house teams across every function has given way to a model that maximises outsourcing and minimises fixed headcount. Access to capital is tighter, the memory of over-hiring and subsequent restructuring is still raw, and regulatory environments - particularly in the UK and Europe, but also in the US - make permanent employment a more significant commitment than it once was.
Higher worker protection rules mean that making a permanent hire carries meaningful legal and financial obligations. If the business case shifts, unwinding that hire is costly and slow. A contractor solves the immediate problem without the long-term obligation. As Michael notes: "Four to five years ago, companies would have made permanent hires for roles now filled by contractors."
What this looks like in practice
The contract market in global life sciences right now is genuinely strong. CROs and pharma companies in particular are actively seeking contractors to fill specific skill gaps. And not just for short-term cover, but for roles that might run twelve to twenty-four months. These are effectively full-time positions in terms of hours and commitment, delivered on a day rate.
Companies are willing to pay substantial rates for the right expertise because they're solving a real, immediate problem. They don't need someone to grow with the organisation over ten years, they need someone who can do a specific job right now, without a long onboarding curve.
For hiring managers, contractors can really be a beneficial way of plugging a skills gap or fulfilling a particular project, without the long-term commitment of a perm hire.
The honest caveat: consulting is different
It's worth distinguishing between contracting and consulting, because the two are often conflated and the market dynamics are quite different. As both Michael and Kaiser agree: "Candidates should avoid consulting unless they have true niche expertise - contracting is a very good option for full-time employees looking for roles."
True consultants with genuine specialist positioning, that be a specific therapeutic area, a particular regulatory specialism or a deep commercial planning experience in a narrow area, have real options. But many people who move into consulting discover that the work is irregular, the pipeline requires constant business development effort, and the hours fall short of what they'd hoped.
If you're thinking about leaving a permanent role for something more flexible, the honest advice is straightforward: contract if you can, consult only if you genuinely have the specialist positioning to make it work.
For candidates in the current market
The permanent job market is slow right now - not because of a lack of good roles, but because companies are paralysed by caution and uncertainty. Contracting offers a way through that logjam. You stay active, you keep building your CV, you get paid well, and you maintain your network in a way that prolonged job searching simply doesn't.
For someone between permanent roles, a well-chosen contract isn't a compromise. In the current market, it might be the most productive thing you can do.
Whether you're a company looking to bring in contract expertise quickly, or a candidate exploring your options in the current market, I can help. We place life sciences professionals across permanent and contract roles throughout the UK. Get in touch to find out how I can support you.
____________________________________________________________________________________________________________________
Michael Woodhead Associate Director, Consult Search
Michael has been recruiting in the life sciences sector for seven years, specialising in building teams across biometrics, clinical development, research, and medical affairs. His focus spans senior individual contributors through to leadership level, with particular depth in biostatistics, statistical programming, and data management. Prior to life sciences, Michael spent five years recruiting across technical industries. He works with biotech, biopharma, and CRO clients across the United States and Europe.
Kaiser Karamdad Life Sciences Commercial Strategy Specialist
Kaiser holds a PhD from Imperial College London in synthetic biology and chemical biology, and has spent his career at the intersection of science and commercial strategy. He began at Cambridge Healthcare Research, supporting pharma and biotech clients on commercial planning and business development, before moving into industry as Chief of Staff to the CEO at Achilles Therapeutics - a cell therapy company that IPO'd on NASDAQ in 2021. Most recently, Kaiser served as BD Director at Quell Therapeutics, a CAR-Treg focused cell therapy company, where he led partnering strategy and commercial value proposition. He is currently exploring his next opportunity in business development and commercial leadership within the life sciences sector.