If you’ve ever wondered what life is really like as a Project Manager (PM), at a mid‑size CRO, here’s an inside look. At Linical, no two days look the same - and that’s exactly what makes the role so energizing and fulfilling.
Wearing Many Hats (and Loving It)
Project Managers at Linical wear a lot of different hats. One moment you’re contributing to a proposal that helps a client select the right CRO; the next, you’re involved in shaping new internal processes, training colleagues, or diving into new technologies. It’s a role built on versatility and the impact is felt across teams, clients, and entire studies.
But the fast pace isn’t a burden. It’s what keeps things interesting. Every day comes with a new challenge, a new puzzle to solve, and a new opportunity to learn. I don’t always have all the answers and honestly, I don’t need to. I rely heavily on collaboration and input from my team. Their insights are often the key to finding the most efficient path forward.
Navigating Change With Agility
Clinical projects move fast. Needs shift quickly, and decisions often have to be made before every detail is known. As new information arrives, strategies sometimes need to be adjusted just as quickly. That’s where flexibility, communication, and a solid understanding of risk and benefit come into play.
Of course, rapid change can create resistance within a project team. Part of the PM role is helping the team through that transition, creating buy‑in, reducing friction, and ensuring everyone feels confident moving in the same direction.
The Project Manager - Clinical Trial Manager Partnership: The Co‑Pilot Model
If there is one relationship that can truly make or break a project, it’s the partnership between the Project Manager and the Clinical Trial Manager (CTM). I always invest time in nurturing this connection. Weekly touch points with the CTM help us plan ahead, troubleshoot any issues, and understand how to best support one another’s strengths.
I think of the CTM as the project’s 'co‑pilot.' Together, we keep the aircraft steady even in turbulence.
Supporting CTMs also means creating space for growth. Whether that’s sharing experience, assigning new responsibilities, or involving them in decision‑making, development is a priority. Workload too must be monitored with care, recognizing early signs of overload and stepping in before capacity becomes an issue.
Building Trust With Sponsors
Another essential relationship is with the sponsor. For me, exceptional customer service begins with great communication. Every sponsor has a unique communication style, and tailoring our approach helps ensure alignment and satisfaction.
Building trust takes time. It grows through clear, consistent communication - via email, calls, meetings, or real‑time collaboration. It’s strengthened by being flexible, taking on urgent priority tasks when needed, and being realistic about timelines. If something cannot be delivered by the requested date, honesty paired with a feasible alternative builds credibility and respect.
Escalation is another key part of trust‑building; issues must be raised promptly and accompanied by practical solutions. This demonstrates competence, ownership, and commitment to the project’s success.
Lessons That Carry Forward
Every project brings a new challenge and with it, a new lesson. Those experiences shape how we approach future studies and how we support others across the organization. After nearly 10 years at Linical, I can confidently say it’s one of the best career decisions I’ve made. It doesn’t feel like “just a job” when you love what you do.
Linical feels like a family—one centered on collaboration, support, and unwavering dedication to delivering operational excellence for our clients. As a PM, I’m grateful to be part of an environment where I can continue to grow, contribute, and thrive.
Author:
Laura Biddlestone-Thorpe
Project Manager
Linical