Head of CPG at CDP presenting

James Harmer: Leading CPG Into Its Next Growth Phase

We’re pleased to announce that James Harmer has stepped into the role of Head of Consumer Packaged Goods (CPG) at Cambridge Design Partnerships leading the team through its next phase of growth. To mark the appointment, we took the opportunity to sit down with James and talk about why now, and the challenges our clients are currently facing.

“For more than 25 years, I’ve worked alongside some of the world’s leading consumer brands, helping bring new products, packaging and experiences to market. Today, the conversations I’m having with clients are changing;

Consumer businesses are navigating an unprecedented combination of challenges. Regulation is accelerating. Resources are becoming more constrained. AI and digital technologies are transforming how products are designed and managed. Supply chains are evolving. Expectations from consumers continue to rise. These aren’t isolated trends. Together, they’re reshaping how businesses create value.

James-Harmer

The question is no longer “How do we make a better product?” Increasingly, it’s becoming: “How do we create and keep more value?”

James Harmer | Head of Consumer Packaged Goods

One of the biggest misconceptions I see is that circularity is positioned as simply another sustainability initiative.

In reality, it’s so much bigger than that. It’s a commercial opportunity that businesses cannot afford to miss. Businesses will increasingly need to rethink not only the products they develop, but the systems that sit behind them, from materials and manufacturing through to digital services, recovery and entirely new business models.

Solving these challenges requires a different way of innovating

These problems can’t be solved by looking at packaging, engineering or software in isolation. They require organizations to think across the whole system. That’s why bringing together designers, engineers, scientists, software specialists, human factors experts and insight strategists has never been more important.

The biggest opportunity comes before the brief is written

One thing I’ve learned over the years is that many of the biggest project risks are created before development even starts. Too often, organizations arrive with a well-defined product brief when the bigger opportunity might be to rethink the problem entirely. The earlier we can help shape the thinking, align stakeholders and understand user needs, the greater the opportunity to create value – not just reduce risk.

I’ve been fortunate to spend more than two decades working with some of the world’s best consumer businesses. If there’s one thing I’ve learned, it’s that the companies that succeed aren’t necessarily the ones with the biggest R&D budgets or the newest technology. They’re the ones willing to ask better questions early, challenge their own assumptions and see opportunity where others only see complexity. That’s why I’m so optimistic about the next decade of consumer innovation.

Looking ahead

The future of consumer-packaged goods won’t be defined solely by the next successful product launch.

It will be defined by how intelligently businesses create, retain and recover value across an entire product ecosystem. That requires new thinking, new partnerships and a willingness to challenge long-held assumptions. It’s an exciting moment for our industry, and I believe the organisations that embrace that change early will be the ones best placed to thrive.

Connect with CDP

For more on how to accelerate meaningful innovation in consumer packaged goods, from user experience to scalable design, contact Cambridge Design Partnership.

De-Risking Post-Market Change Through Pilot Production for Drug Delivery Devices

De-Risking Post-Market Change Through Pilot Production for Drug Delivery Devices

Featured in ONdrugDelivery, Jon Powell explores how pilot production drug delivery can be used to de-risk post-market change in drug delivery devices, and why this approach is becoming essential for manufacturers navigating change at scale.

Managing change in drug delivery device manufacturing post launch is inherently challenging. Whether driven by regulatory requirements, issues with an existing on-market device, supply chain disruption, or design evolution, even small modifications can introduce significant risk to product quality, cost, and supply continuity.

These challenges are compounded by the practicalities of generating statistically meaningful data from prototype designs without disrupting established, high-volume manufacturing operations.

This article explores how pilot production, delivered through an integrated design, development and manufacturing capability, can be used to de-risk change. It highlights how such approaches can improve confidence in decision-making while reducing overall time and cost.

 

What Drives Change in Drug Delivery Devices?

Even the most comprehensive design verification programmes cannot always accurately predict all failure modes that may emerge once a product is deployed at commercial scale. As production increases from hundreds to millions of units, variability in materials, processes, and real-world use conditions can reveal previously unobserved behaviours.

In addition to on-market performance considerations, manufacturers must also respond to external and internal drivers such as:

  • Regulatory updates
  • Material obsolescence
  • Supplier changes
  • Cost optimisation initiatives

Collectively, these factors make change management an essential element in the lifecycle of successful combination products.

However, implementing changes without disrupting supply presents a significant challenge. The commercial justification often requires data that can only be gained by transitioning from small numbers of lab-built prototypes to thousands of devices produced using representative manufacturing processes.

While guidance such as ISO 20069:2019 (Guidance for assessment and evaluation of changes to drug delivery systems) provides a framework for assessing and documenting changes, it offers limited direction on how exactly to generate the representative data efficiently without impacting validated production lines.

 

A Common Challenge

Consider an on-market drug delivery device that is manufactured at scale. The production system to make and assemble such a device will be highly optimised. Material handling, in-process quality controls, final packaging, labelling ‒ every step will be designed to reduce variation and ensure quality.

If such a device experienced an issue post-launch, the impact to the manufacturer could be enormous. The decision on how to proceed has significant consequences and could potentially trigger FDA (or other regulatory body) intervention.

This is reflected in the number of recalls and corrections reported by the FDA, underlining that the ability to implement changes to marketed products in a controlled way is a strategic need for manufacturers.

Examples from infusion and syringe-based drug delivery systems help illustrate this challenge. Table 1 presents a selection of recent product recalls and corrections affecting this class of devices. Whilst the specific failure mechanisms differ, the examples highlight recurring challenges associated with fluid handling and sensing functions, such as leak paths and occlusion detection.

 

Device Failure mode Patient risk Date Remediation
Cardinal Health, Monoject Luer-lock syringes Recognition, compatibility and pump performance issues when used with syringe pumps and patient controlled analgesia pumps Overdose, under dose, delay in therapy and delays in occlusion alarms March 2024 Recall of specific product
B. Braun Infusomat Space Large Volume Pump On certain models, occlusion alarm may sound when no occlusion exists Interrupted or failed delivery of medication or fluids September 2023 Correction of occlusion pressure sensor
Fresenius Kabi Ivenix Infusion System Fluid leak that causes damage to the electrical system Delay or interruption to treatment March 2023 Urgent device recall letter sent to customers
Eitan Medical Sapphire Infusion Pumps Failure to detect air in line when running on battery power Serious injury or death from air embolism risk September 2023 Recall and customer notification, software update

 

Design modifications to address issues such as these require large data sets to generate sufficient statistical confidence that the issue has been resolved. Where an issue is not fully understood or occurs on an infrequent basis, this can potentially run to tens of thousands of units.

The requirement for high numbers of finished devices exposes a gap in available manufacturing options:

  • Volumes too high for conventional prototyping approaches
  • Volumes too low, and timelines too short, to engage commercial-scale contract manufacturing organisations (CMOs)
  • Existing production lines may not accommodate the design without significant disruption

This scenario reflects a common industry challenge, where development teams must balance two competing priorities: minimising change to fit within existing manufacturing capabilities vs allowing sufficient design freedom to maximise the likelihood of technical success.

 

Contract Manufacturing can be Inflexible

In conventional outsourcing models, Contract Manufacturing Organisations (CMOs) are typically optimised either for low-volume engineering support or for stable, high-volume commercial manufacture. Small-scale engineering workshops prioritise flexibility and rapid iteration, whereas production facilities are designed around efficiency, repeatability and validated processes (see Figure 1). Projects that sit between these two models can create significant operational tension.

 

Image 1 framework

 

In the case of drug delivery systems, the challenge is often amplified by the combination of bespoke automation, tight tolerances and sub-assemblies containing both rigid and compliant parts. Even relatively small engineering programmes may require dedicated fixtures, custom tooling, automation development and specialised operator training. These investments can be difficult to justify when production volumes remain limited, and product designs are still evolving.

Furthermore, these engineering builds often involve a high degree of uncertainty. Device configurations may change frequently, process parameters may still be under investigation and build schedules can fluctuate as development priorities evolve. For a CMO operating under conventional production metrics, such variability can disrupt factory planning, reduce equipment utilisation and negatively impact operational efficiency.

There is also an economic challenge. Low-to-medium volume engineering programmes rarely achieve the economies of scale associated with high volume commercial manufacture, yet they may still demand significant engineering oversight and quality infrastructure. As a result, the commercial model can become unattractive for both the client and the manufacturing partner.

Many CMOs now advertise Design as a differentiator ‒ spawning the initialism “Contract Design Manufacturing Organisation” (CDMO) ‒ offering design services as well as more traditional manufacturing services. However, as design is often not a core skill, they can leave clients with a design that only works with their in-house manufacturing approach, or where the IP is no longer with the client.

For these reasons, many organisations may benefit from dedicated pilot production environments operating outside conventional commercial manufacturing structures, providing a more effective route for executing complex flexible manufacturing.

 

Conventional Prototyping Lacks Rigour

Traditional prototyping is typically focused on evaluating functional concepts and demonstrating technical feasibility. Prototype devices are often produced in small quantities using flexible, low-volume methods that prioritise speed and adaptability over repeatability. These builds are valuable during early-stage development, where the objective is to assess usability, confirm mechanical principles or explore initial design architectures. However, prototypes are rarely manufactured under conditions representative of commercial production. As a result, they may not fully reveal the interactions between product design, automation strategy and manufacturing variability.

Pilot manufacturing occupies a different position within the development pathway. Rather than simply proving that a device can function, pilot manufacturing aims to demonstrate that it can be assembled repeatedly, efficiently and robustly under production-representative conditions. This includes consideration of automation compatibility, process capability, quality inspection and operational throughput. The parts themselves are often manufactured by representative processes, for example injection moulded plastic housings rather than 3D printed parts.

The distinction is important because many challenges associated with drug delivery systems emerge only when products are built at scale. Tolerance accumulation, fixturing behaviour and automation interactions may appear manageable during low-volume prototyping but can become significant risks during industrialisation.

By bridging the gap between prototyping and commercial manufacturing, pilot production enables engineering teams to identify and resolve these issues earlier in development, reducing industrialisation risk and supporting more robust product and process design.

 

Why Existing Production Lines May Not Accommodate Design Changes

Many manufacturing systems for drug delivery devices rely on bespoke automation, tightly controlled tolerances and carefully sequenced assembly operations, developed specifically for a defined product configuration. Even relatively small design modifications, such as changes to component geometry, material behaviour or assembly orientation, can have cascading effects across the production process.

In automated systems, manufacturing equipment is often programmed around precise assumptions regarding part position, stiffness, insertion forces and component interaction. A seemingly minor design change may therefore require reconfiguration of robotic motion paths, vision system parameters, fixturing, feeding systems or inspection methods. In some cases, the modification can introduce variability that existing automation is simply unable to accommodate reliably.

These challenges are particularly acute in assemblies containing both rigid and compliant parts. Elastomeric tubes, adhesives or soft materials may behave differently during automated handling when adjacent components are modified, creating interactions that only become apparent at production scale. For example, a section of tubing may curl in one direction 98% of the time based on how it is presented. The low occurrence of the alternative behaviour means it may not be observed in small sample sizes, leading to assumptions during automation development that later prove unreliable.

Importantly, commercial manufacturing lines for medical and combination products are usually validated environments operating under strict quality and regulatory controls. Any significant modification to equipment, tooling or process parameters may trigger formal change control activities, revalidation requirements and production downtime. For manufacturers supplying commercial products, this introduces both operational risk and potential supply chain disruption.

As a result, manufacturers are often reluctant to trial experimental designs directly on operational manufacturing lines, particularly where product demand remains high.

Pilot production ‒ a hybrid of prototyping and commercial manufacturing ‒ provides a practical alternative. By replicating critical manufacturing operations outside the commercial environment, it allows design changes to be evaluated under production-representative conditions without interrupting ongoing supply, nor compromising validated manufacturing systems.

 

Developing a Hybrid Manufacturing Strategy

Replicating the full complexity of the existing high-volume manufacturing system when conducting pilot manufacturing is usually neither practical nor necessary. Instead, a targeted approach can be adopted to balance fidelity with flexibility and cost.

Figure 2

 

This hybrid strategy, illustrated in Figure 2, involves:

  • Mapping the device production process flow
  • Identifying critical-to-quality (CTQ) and critical-to-function (CTF) process steps
  • Assessing risk and applying suitable mitigations so each of these steps is replicated using appropriate technology. For example:
    • A needle insertion step, which requires precise needle alignment (high risk), may require a controllable and repeatable automated system such as a Selective Compliance Articulated Robot Arm (SCARA).
    • Non-critical processes (lower risk) could be conducted using manual or semi-automated methods.

As the pilot production system will be operating at a slower rate than a commercial line, a flexible approach to labour organisation and work balancing can manage uncertainties in the new, untested line. Even when simulating the new line with digital tools, the pinch points in production flows may not be known without running the system. The use of adaptable fixturing and work-in-process storage, which allows stations to build up inventories, is recommended to cope with these unknowns.

In addition, it may be possible to redeploy equipment from the existing production lines to maintain process fidelity without incurring unnecessary cost. These valuable pieces of process equipment may be unused spares or repurposed from obsolete lines. However, due care and attention must be observed when bringing them online: they may have different voltages, require repair or maintenance or translation of production documentation from other languages.

 

Implementation and Outcomes

The resulting pilot production line incorporates a combination of approaches that can be designed and implemented rapidly:

  • Automated assembly cells for critical processes
  • Manual and fixture-based operations for non-critical steps
  • Integrated inspection and functional testing capabilities

To give an example that puts this into context, a system such as this was designed, built and operated within a 12-week timeframe, including both factory acceptance testing (FAT) and site acceptance testing (SAT). This enabled rapid deployment into an engineering production environment while design activities continued in parallel.

In total, more than 14,000 devices were manufactured across seven design variants. These units supported:

  • Engineering performance evaluation
  • Accelerated ageing studies
  • Ongoing engineering verification testing to prove functional performance

The pilot production approach therefore provided both the scale and fidelity required to support robust, data-driven decision-making.

 

Conclusion

For established drug delivery devices, the pressure to change can be driven by performance data, regulatory evolution, supply chain disruption and the ongoing pursuit of improvement. Yet the tools available to generate the evidence needed to support those changes remain poorly matched to the task. Conventional prototyping lacks manufacturing fidelity; commercial-scale CMOs are structured around stability, not experimentation; and validated production lines cannot easily absorb the uncertainty of iterative design work.

Pilot production addresses this gap directly. By replicating critical manufacturing operations in a flexible, lower-volume environment, development teams can generate statistically meaningful data under production-representative conditions, without putting commercial supply at risk. Crucially, it is not a replacement for formal design transfer, but a means of arriving at that stage with greater confidence and fewer unknowns.

As drug delivery systems become increasingly complex, and as expectations for continuous improvement grow, such approaches are likely to play an increasingly important role.

By bridging the gap between concept and commercial manufacture, pilot production enables organisations to pursue innovation with greater confidence – while maintaining the reliability and supply continuity that patients depend on.

 

REFERENCES:
  1. “Medical Device Safety Communications Database”. Web Page, US FDA, accessed 8th May 2026.

Connect with CDP

For more on how pilot production can de-risk post-launch changes to drug delivery devices, contact Cambridge Design Partnership.

Pharmaceutical blister pack

Sustainable Pharma Packaging Starts with Asking Better Questions

We were delighted to see AstraZeneca and Deloitte nominated for an MCA Award for their work on sustainable pharmaceutical packaging.

Cambridge Design Partnership supported the project through our materials science and manufacturing teams. It is a strong example of what we see with large pharmaceutical clients: sustainable packaging is a product development challenge, not a side issue about greener materials.

The project focused on moving towards fully recyclable blister packaging. Three requirements shaped the work: recyclability, barrier performance and ease of manufacture, all in a regulated market where drug performance and patient safety matter.

That combination shows why pharmaceutical packaging forces us to ask better questions.

 

A greener material can still be the wrong answer

The narrow question is, “Can we make this pack recyclable?”

The better question is, “What has to be true for a more sustainable pack to work in the real world?”

That moves clients from material preference to product evidence.

A material cannot be judged by its specification alone, or by whether it is recyclable, bio-based, fiber-based or lower carbon. It has to protect the medicine, run on packaging lines, survive transport and storage, meet regulatory expectations, support credible claims and work in the waste and recycling systems where it is sold.

Sustainable pharma packaging is not a material swap. It is a system design challenge.

 

Supplier data is not product evidence

The narrow question is, “Is this material more sustainable?”

The better question is, “Will this material still protect the medicine after we process it, seal it, pack it and ship it?”

A supplier may present a laminate, film, coating or fiber-based structure with strong barrier data, valid and given in good faith. But it usually describes the material under laboratory test conditions, not after forming, sealing, printing, sterilization, filling, transit and storage.

Once a material enters a commercial process, barrier performance can fall, seals can become inconsistent, moisture protection can become marginal, and machinability can create scrap.

The supplier is describing the material. The development team has to prove the pack.

 

The current pack may be over-specified

Patient safety is not negotiable. But that does not mean the current pack should always be copied.

The narrow question is, “Can the new pack match the existing pack?”

The better question is, “What pack performance does this medicine actually need?”

With over 25 years working with leading pharmaceutical companies, you soon learn that packs are often based on specifications set years ago. Some requirements are essential. Others may reflect old material choices, equipment limits, qualification decisions or requirements that have not been reviewed for a long time.

There is also a practical reason legacy formats stay in place. Changing a pharmaceutical pack can create cost, project risk and, in some cases, the need for regulatory approval or updated filings. That risk is real. But it is also why the requirement needs to be clear before change is ruled in or out.

That does not mean organizations should lower standards. It means defining the real requirement: barrier performance, shelf life, safety margins, sterility and sustainability all needs to be considered and understood.

 

Not every sustainability opportunity is worth pursuing

In many of our projects, the useful starting point is not one problem material. It is the portfolio.

The narrow question is, “Which material should we replace?”

The better question is, “Which change is worth pursuing?”

Which formats create the most material burden? Which markets create the greatest regulatory exposure? Which SKUs use more packaging than the protection need justifies? Which changes affect validation or line performance? Which products should be left alone because the benefit is too small or the risk is too high?

That portfolio view matters because the cost of change is real. Packaging lines are optimized, validated and expensive to alter. Changing equipment, requalifying a process or updating a specification can take months if notyears and require major investment.

A material that cannot run at line speed is not a solution. A pack that improves end-of-life performance but creates stability or validation risk is not a solution.

 

Recyclable in theory is not enough

The narrow question is, “Is this pack recyclable?”

The better question is, “Will this pack actually be collected, sorted and recycled in the market where it is sold?”

For global brands, a pack may be recyclable in one country, misunderstood in another and incinerated in a third. It may need separation steps patients will not perform, or use coatings, adhesives, inks, labels or mixed components that reduce the value of the recovered stream. It may be too small, contaminated, complex or unfamiliar for the sorting system.

Designing for end-of-life means working backwards from real infrastructure: patient behavior, local collection, sorting, recycler tolerance and the actual route in each market.

If that chain breaks, the intended environmental benefit may never appear.

 

Waiting for regulation is already too late

The EU Packaging and Packaging Waste Regulation is moving packaging towards clearer requirements for recyclability, labeling, waste management and evidence. Healthcare and contact-sensitive packaging has specific treatment because patient protection matters. But that should not be read as permission to wait.

Pharmaceutical packaging changes can take years. If a change affects barrier properties, stability, sterility, line performance or regulatory filings, the timescale expands quickly.

The narrow question is, “What does regulation require next year?”

The better question is, “What packaging choices are we making now that will still be in market when regulation, infrastructure and procurement expectations have moved on?”

 

Leadership starts with the better question

It’s great to see this our Astra Zeneca and Deloitte collaboration project recognized with a nomination but it is equally important to recognize that the best consultancy projects begin with the client challenge. Real progress starts when companies identify the challenges that need solving and ask the right questions. AstraZeneca has consistently done that on sustainability, creating the impetus for work like this and driving the search for practical solutions.

This work on blister packs is just one element of AstraZeneca’s wider sustainability program. The company has set a goal of 50% waste circularity by 2030 and is already applying circular thinking across the business: from liquid helium reuse to silica waste reduction and its Turbuhaler take-back scheme in Sweden.

That is leadership in pharmaceutical sustainability.

At the heart of CDP’s approach: how to turn sustainability ambition into real products.

Connect with CDP

For more on how to accelerate meaningful innovation in sustainable pharmaceutical packaging, contact Cambridge Design Partnership.

Circularity Isn’t a Sustainability Story. It’s a Business Model Reset.

Circularity Isn’t a Sustainability Story. It’s a Business Model Reset.

Why the next growth opportunity in consumer technology may already be sitting in customers’ homes.

As I prepare for the European Innovation Summit, one of five flagship events within Bucharest Tech Week, bringing together more than 350 CEOs, C-suite executives, entrepreneurs, technology leaders, and innovation practitioners from leading organizations across Europe, my message to consumer technology companies is deliberately simple:

Don’t start your circularity strategy by asking whether a product can be recycled. Start by asking where value is being lost.

That may sound like a sustainability question. It isn’t. It’s a commercial one.

For years, circularity has been discussed through the lens of responsibility, compliance, and environmental impact. But some companies we work with are gaining new advantages because they are not asking us how to minimize waste. They are asking us how to retain value. Increasingly, these turn out to be the same question.

 

The Old Model is Broken

For the past three decades, many of our consumer technology clients have operated on a remarkably consistent formula: build a product, sell it, upgrade it, and replace it. Each innovation cycle delivered incremental improvements—better screens, faster processors, more sensors, greater connectivity, and lower material and production costs—and together, those increments produced extraordinary growth.

It also concentrated value into a single moment: the initial sale.

Once a product left the factory, most companies had limited visibility into, or influence over, what happened next. When it failed, components reached their end of life, became obsolete, or the product was replaced, much of its remaining economic value effectively disappeared from the system and became complex waste.

That model worked in a world of abundant materials, predictable supply chains, and relatively low replacement friction. But as we know, those conditions are changing…

The world generated a record 62 billion kilograms of electronic waste in 2022, according to figures highlighted by the World Economic Forum. Yet only 22% was formally collected and recycled through environmentally sound processes.

That statistic is often framed as a waste challenge. But at CDP, we work with our clients to elevate it into a value challenge. Every discarded device still contains materials, components, manufacturing effort, logistics investment, and embedded energy that we allow to exit the system. Why?

That statistic is often framed as a waste challenge. But at CDP, we work with our clients to elevate it to a value challenge. Every discarded device still contains materials, components, manufacturing effort, logistics investment and embedded energy that we allow to exit the system.  Why?

 

A New Model for Value Retention

Circularity is often treated as a new concept, but in many ways it is a return to older economic logic.

There was a time when televisions, washing machines, and other appliances were routinely repaired, refurbished, and reused (Radio Rentals, for those who remember). Products were maintained because it made economic sense to do so. Value was recovered, not discarded.

As products became cheaper, more reliable, and easier to replace, ownership replaced recovery. Repair networks contracted, refurbishment ecosystems weakened, and disposal became the default end state.

For a period, that made sense—and now the underlying economics are shifting again.

Material security is becoming a strategic concern. Supply chain resilience and energy costs continue to influence manufacturing decisions. At the same time, regulation is beginning to move beyond recycling toward more responsible product lifecycles.

European ecodesign requirements for smartphones, feature phones, cordless phones, and tablets came into force in June 2025. The EU’s Right to Repair framework is also being implemented across member states. These are often positioned as compliance requirements, but they are better understood as market signals.

All of this is supported by the work of the Ellen MacArthur Foundation, which advocates for more responsible practices in the development of products and packaging, while also raising awareness across business sectors of the significant economic loss that occurs when circular systems design is not implemented.

They point toward a future where value retention is not optional; it is a competitive advantage for those that harness the economic potential of doing it well and scaling the model effectively.

 

Connected Doesn’t Mean Circular

One of the defining advantages of modern consumer technology is visibility. Connected devices, software platforms, sensors, and AI now allow companies to understand how products are performing in real time.

In theory, this creates an unprecedented opportunity: knowing where a product is, how it is being used, when it needs maintenance, and when it is approaching failure.

But the digital layer only supports circularity when it enables action—maintenance, repair, upgrade, authentication, return, refurbishment, resale, parts recovery, and material capture. In fact, a world of always-on, AI-enabled physical products acting autonomously at human direction could end up creating more unsustainable practices due to increasing energy consumption demands.

The objective of the consumer tech and healthcare projects we’re working on today is not product connectivity for its own sake. It is extending the useful, productive, and economic life of products for as long as possible, which requires a different design mindset from the outset.

 

Circular Design is Not a One-Size-Fits-All Solution

A common misconception is that circularity requires a single operating model applied universally across all products. In reality, the opposite is true.

Different product categories carry different economics. A premium smartphone behaves very differently from a low-cost accessory. A gaming controller has different failure modes from a wearable. A connected appliance sits somewhere else entirely.

Product-as-a-service may be powerful in some categories and unnecessary in others. Not every product should be “servitized,” and forcing that model can create friction rather than value.

Even simple products can be designed more intelligently. A kettle does not need to become a subscription service to benefit from circular thinking. It can be designed for easier repair, longer component life, and more efficient material recovery at end of use.

The first question we often ask is not “what is the circular model?” but “what is the right model for maximizing value retention?”

Which products contain enough residual value to justify refurbishment? Which fail due to predictable, replaceable components? Which become obsolete because of batteries, software, or modular constraints? Which should be harvested for parts? Which should move directly into material recovery?

These are not sustainability decisions. They are portfolio decisions, sitting at the intersection of engineering, design, and commercial strategy.

 

The Return Loops is Where Value is Won or Lost

Even the most elegantly designed circular product fails if it does not come back into the system effectively.

The return loop is where value is either preserved or destroyed.

Once products are returned, they must be identified, assessed, and routed quickly to their highest-value next use. Some will be refurbished and resold. Some will become warranty replacements or service stock. Some will be broken down for components. Others will move into material recovery streams.

Timing is critical. Slow return loops erode value as products sit idle, components age, visibility is lost, and economics deteriorate. Efficient return loops do the opposite: they preserve optionality, and optionality is where value lives.

The real challenge is not simply recovering products. It is making the right decisions about them quickly enough that value does not decay in the meantime.

Philips has shown that circularity scales when product design, operational capability, and commercial incentives align, turning returned products into new revenue streams and generating 24% of revenue from circular products and services in 2024.

Philips is not alone. Companies including Apple, Cisco, Dell Technologies, HP, Schneider Electric, and Michelin have all invested in circular business models built around repair, refurbishment, remanufacturing, product take-back, and lifecycle extension. While the models differ by category, the principle remains the same: keeping products, components, and materials working at their highest value for longer, rather than relying solely on the next new sale.

The next generation of market leaders may not be the companies that sell the most products. They may be the companies that recover the most value from the products they’ve already sold.

 

The Next Competitive Advantage

For a long time, sustainability was treated as a cost center. Circularity is now beginning to look like something else entirely: a growth strategy.

The companies that lead the next phase of consumer technology will not simply be those with the strongest sustainability narratives. They will be the ones that identify where value is disappearing and redesign their products, services, and operations to keep that value in motion.

Sometimes that means repair. Sometimes upgrade. Sometimes refurbishment, resale, parts harvesting, or material recovery. The mechanism is less important than the outcome: keeping value circulating for longer. Because circularity is not really about recycling; it is about recovering value that would otherwise be lost.

At Cambridge Design Partnership, we see this challenge at the intersection of product design, software, systems engineering, service design, and business model innovation. The companies that succeed will not treat these disciplines separately.

They will integrate them.

And in doing so, they may discover that one of the biggest growth opportunities in consumer technology is not the next product they sell, but the value they have already created—and have yet to recover.

 

Hero brain

From Impossible to Feasible: Using Theoretical, Synthetic and Tissue Models to Accelerate Novel Drug Delivery Development

Introduction

Platform devices are often the preferred starting point for combination product development, and for good reason. A well-characterised platform offers a proven architecture, defined performance boundaries, and a clear path to market. However, an increasing number of therapies in development are pushing into territories where there is currently no existing platform to serve their needs.

Novel biologics are extending the boundaries of volumes and viscosities, cell and gene therapies are leading to ever-more tissue-targeted deliveries, suspensions and co-delivered (or sequentially delivered) therapies are among those demanding entirely new thinking about how, where, and whether a drug can be delivered. These formulations can all be gathered under the umbrella term “specialty delivery” and are united by a common challenge – where there is no existing platform device able to deliver the formulation, a delivery system becomes a core part of formulation development and testing. Where traditional developments are often able to rely on vial-and-syringe delivery to enable early clinical data to be gathered, these specialty delivery developments (especially those requiring tissue-targeted delivery) require more sophisticated devices to be available earlier in the therapy or formulation’s life cycle.

For these developments, feasibility work looks very different to what we expect when adopting a platform. Rather than asking “Can this platform device deliver our formulation?”, the question becomes “Is it possible to deliver this formulation at all?”, which could mean the difference between a few weeks of benchtop testing and months or even years of exploratory research. Answering this new feasibility question efficiently requires a structured, pragmatic approach that balances scientific rigour with the realities of early-stage development timelines and budgets.

The framework described in this article has been developed through more than a decade of feasibility work on some of the most challenging drug delivery developments we’ve encountered; projects where the answer wasn’t obvious, and where finding it efficiently made the difference between a development moving forward and stalling.

This article explores how theoretical, synthetic and tissue models can be combined to de-risk novel drug delivery developments, and how to deploy them intelligently to turn an apparently impossible challenge into a feasible one. While the worked example we’ll draw on throughout – a novel device for drug delivery directly to the brain – sits at the more complex end of the spectrum, the principles apply equally to any development where an existing platform doesn’t fit, or where it isn’t yet clear whether a device is a good match for the therapy. The approach scales to the necessary level of complexity.

 

What Does Feasibility Really Mean?

Feasibility for specialty delivery means different things depending on where you sit on the development complexity spectrum. At one end, it might mean confirming that an existing device can deliver a formulation that sits just outside its stated performance envelope, e.g., pushing the viscosity boundary and testing whether a longer injection time is still acceptable to users.

At the other end, feasibility might mean starting from scratch with a therapy that has never been delivered before, to a target site that has never been accessed in this way, using a device that doesn’t yet exist. Here, the risks are profound, and the unknowns are numerous, spanning therapy efficacy, navigation and targeting (including positional accuracy), tissue tolerability, usability, and many more.

The first challenge is therefore to understand where your development sits on this spectrum, which can be done by identifying the key risks to be addressed. This starts by understanding what the needs of the formulation are as compared to existing formulations on the market or in clinic. If, for example, you are targeting subcutaneous delivery, chances are navigating the device to the right area is not going to be a huge risk. But if you’re targeting a specific structure of the brain or a nerve within the nasal cavity, suddenly how the formulation is delivered to the right location is an unknown factor that’s critical to the efficacy of the therapy. The same principles apply for other aspects – are you targeting a new user group? Or a new use environment? Each area where you’re looking to push a boundary is a potential risk to be investigated during feasibility work.

 

The Model Landscape: A Brief Orientation

Once the key risks have been identified, the next step is to select the right tools -often models- to investigate them. In the context of drug delivery feasibility, models broadly fall into three categories.

In silico models – computational and mathematical approaches – range from simple physics-based calculations through to complex simulations such as computational fluid dynamics (CFD) or finite element analysis (FEA). At their best, they are fast, flexible, and low cost to iterate, making them well suited to early-stage exploration. Their limitation is that they are only as good as the inputs you give them, and at feasibility stage those inputs are often hugely uncertain.

Picture 1

In vitro models – bench-based physical testing – provide empirical data that computational models simply cannot. Synthetic tissue analogues, flow rigs, and bench prototypes all fall into this category. They offer a tangible way to test device and formulation behaviour under controlled conditions and are generally more accessible and affordable than animal or human studies.

Picture 2

Ex vivo models – testing in excised biological tissue – offer real tissue behaviour without the complexity and cost of full animal studies. For early feasibility work involving novel delivery routes or target tissues, ex vivo models are particularly valuable: they can provide rapid, biologically relevant data to characterise tissue properties and validate computational predictions at a stage where in vivo work would be premature.

Picture 3

In practice, the most effective feasibility programmes don’t rely on a single model type. The real skill is in knowing which combination to use, and in what order – and that starts with asking the right questions.

 

Framing the Right Questions: A Worked Example

Having the right models available is only half the challenge. The bigger risk in early feasibility work is asking the wrong questions of them, reaching for high-fidelity simulation before the problem is properly understood, or pursuing a level of detail that isn’t yet warranted. A multiphysics model of tissue mechanics or a full physiologically-based pharmacokinetic (PBPK) simulation might ultimately be the right tools but deploying them before the fundamental questions have been framed correctly is an expensive way to generate false confidence.

A more effective approach starts not with the model, but with the decision that needs to be made. At each stage of feasibility, it is worth asking: what do we need to demonstrate right now? What is stopping us from moving forward? Once that decision is clear, the next step is to identify the key drivers – what are the dependencies, and do we have reliable data for them? Only then can a model, or set of models, be properly selected, and the guiding principle should always be to choose the simplest approach that can answer the question with the necessary degree of confidence.

To illustrate how this plays out in practice, consider the development of a novel device for delivering drug directly to a target structure within the brain, a scenario that was once thought to sit firmly at the impossible end of the feasibility spectrum. There are many questions that could be addressed during feasibility, but we’ve selected three unrelated questions that have been posed to us in the past as examples of our approach to feasibility:

  1. What is the delivery force?
  2. Will the device achieve the required formulation distribution in tissue?
  3. How will the device influence the clinical effect?

 

1.  What is the delivery force?

The initial instinct may be to model the delivery force in full using a high-fidelity simulation incorporating device mechanics, friction, fluid dynamics, and tissue backpressure simultaneously. However, at this early stage, information about the conditions of delivery e.g. tissue properties, fluid interactions, variability (patient, user, device); may not be fully known. As such, reframing the question reveals a more useful starting point: the real need wasn’t to predict the exact force profile, but to understand whether the force required to deliver the drug would exceed what a typical user could reasonably apply. With that decision in mind, a more pragmatic model strategy emerges; ex vivo tissue characterisation to measure backpressure and understand fluid-tissue interactions, early bench testing with a simple prototype to assess injection force, and a low-order physics-based mathematical model to combine these inputs. Fast to generate, easy to iterate, and sufficient to answer the question that actually mattered at this stage.

2.   Will the device achieve the required formulation distribution in the tissue?

The initial expectation might be a complex computational fluid dynamics (CFD) and fluid-structure interaction (FSI) simulation with a nonlinear, anisotropic tissue model and multiphase flow, an approach that would be computationally expensive and heavily dependent on tissue property inputs that aren’t yet fully known. Reframing shifts the question to something more tractable: can the device achieve the required distribution area (or volume) in tissue? This opens up a staged model strategy; simplified flow and porous media models for rapid screening, followed by testing in brain tissue analogues developed from published academic literature, allowing findings to be benchmarked against existing research. Targeted CFD is then reserved for where refinement is genuinely needed. Lower cost, easier to verify, and designed to work even when input data is uncertain.

3.  How will the device influence the clinical effect?

Building a full PBPK model from preclinical data is an understandable ambition, but difficult at feasibility stage, where the biological inputs required are often unavailable or unreliable. Reframing the question from predicting clinical efficacy to “can the device achieve sufficient therapy exposure for target absorption?” enables a more practical, modular approach. Mechanistic models (which describe system behaviour) can be used to characterise device-to-delivery behaviour. Simplified transport models and targeted experiments address delivery-to-distribution as described above. And for distribution-to-exposure, findings can be bridged to existing pharmacokinetic and pharmacodynamic (PK/PD) models (the mathematical frameworks that describe how a drug moves through and acts on the body) making it straightforward to hand off to specialist teams when the time comes. This keeps the focus on the decision at hand and avoids reliance on uncertain biology.

In each case, the pattern is the same: resist the pull towards complexity, reframe the question to be asked around the decisions to be made, and choose the simplest model that can answer it. Models don’t just answer questions, used well, they help reveal the questions worth asking in the first place.

 

 

Conclusion

Even the most complex drug delivery challenges can be broken down into manageable pieces. The key is phase-appropriate pragmatism; understanding where your development sits on the feasibility spectrum, selecting models that are fit for the question rather than fit for the complexity, and knowing when you have enough information to make the next decision.

The worked example above illustrates how this plays out in practice. What was once considered an impossible development became feasible through the efficient combination of analytical, synthetic and tissue models, each chosen not for its sophistication, but for its ability to answer a specific, well-framed question at the right stage of the programme. It is an approach we have refined across many such projects, and one that we continue to apply wherever a development pushes beyond the boundaries of what existing platforms and precedent can answer.

To accelerate innovation, we need prompt decision making. Obtaining feasibility answers in weeks rather than years allows redirection of resource toward where it’s most needed (e.g. reframing of therapy or administration route), ensuring effective treatments reach patients faster. The framework works precisely because it is designed to find the answers that matter efficiently.

The tools are available. The challenge, and our experience, is in deploying them wisely.

Connect with CDP

For more on how to accelerate novel and targeted drug delivery feasibility using computational, synthetic, and tissue models to de-risk combination product development, contact Cambridge Design Partnership.

From Pilot to Portfolio: Scaling Circular Packaging

We have seen plenty of circular packaging pilots that work in isolation.

A new design that’s more recyclable. An increase in recycled content. A workable deposit return trial that performs well in-store. A positive refill system experiment with a strong story behind it.

Then they stall

Not because the intent was wrong, but because pilots sit outside the full operating system and true commercial pressures. They are rightly protected from the cost, infrastructure, and commercial realities to test and learn consumer behavior, but are often ill-equipped to adapt for scale.

That is why packaging Extended Producer Responsibility (EPR) matters, as this is a scale-centric challenge.

It shifts packaging from a waste topic to a design and business topic. The Organisation for Economic Co-operation and Development (OECD), describes EPR as a policy approach that makes producers responsible through the post-consumer stage, while also generating funding and information for collection, sorting, and recycling systems. And the policy context is no longer theoretical. In the EU, the PPWR entered into force on February 11, 2025, and generally applies from August 12, 2026. In the UK, obligated producers must register, report packaging data, and pay fees. Australia is reforming packaging regulation to align packaging with circular economy principles. Ontario completed its transition to full producer responsibility on January 1, 2026. Canada expects packaging EPR for packaging in most, if not all, provinces and territories by 2030.

So the question is no longer whether circular packaging should be scaled.

The more useful question is this: will compliance effort be treated as a cost of doing business, or used as a lens for sharper portfolio choices?

Because as EPR becomes a reality, companies are forced to define things that pilots can leave vague or don’t answer. Which end-of-life pathway is realistic in each market? How likely is collection and effective sorting in normal conditions? Where is packaging complexity creating cost without improving recovery? Those are not paperwork questions. They are design questions, procurement questions, and portfolio questions. This is why EPR is better understood as a portfolio lens than a pilot trigger. Pilots still matter. They are often essential for testing formats, claims, and consumer participation models. But pilots alone do not tell you how a portfolio performs across geographies, channels, suppliers, materials, and recovery systems. That wider view is where scale is won or lost.

Pilots often succeed because they benefit from exceptional conditions. One geography. One retail partner. One highly engaged consumer group. One supplier willing to stretch. One team willing to intervene when reality gets messy. In some cases, even supportive national policy environments, such as France’s emerging regulatory push on reuse and refill under its circular economy legislation, can effectively act as a scaled, semi-controlled test bed.

Portfolios operate under normal conditions. They carry multiple markets, multiple channels, multiple suppliers, competing cost pressures, and uneven infrastructure. At that scale, the test is not whether a packaging idea worked once. The test is whether it still works when it becomes business as usual.

EPR also brings consumer behavior into focus. Packaging systems only work when people can participate in them. If organizations say they are consumer-centered, this is where that claim has to show up. Legislation should be used not just to meet regulatory requirements, but to design packaging experiences that are intuitive, low-friction, and aligned with everyday behavior. Disposal instructions need to be clear. Return and refill participation needs to feel intuitive. Sorting needs to work in ordinary households, not just in ideal conditions. Get this right, and you improve more than recovery. You reduce contamination, lower fee exposure, and strengthen the overall product experience.  Regulations will then not only encourage circularity, but they create a purposeful moment of action and innovation for companies to strengthen brand trust, delivering tangible value to consumers as well as the business. In other words, EPR can turn circularity from a pilot activity into an operating model that also improves the consumers’ experience, if companies use the opportunity.

Circularity has always been a system design challenge, and EPR is accelerating this advancement. The task is not simply to improve one pack in isolation. It is to understand how material choice, format, infrastructure compatibility, consumer participation, evidence burden, fee exposure, and end market reality interact. That is a different level of discipline, and it tends to expose weaknesses quickly.

A portfolio view allows better questions. Which formats create the highest compliance and cost exposure? Which packs have the weakest real-world recovery pathway? Which material choices add complexity without improving the outcome? Where can harmonization reduce cost and improve recyclability? Which claims are robust, and which are vulnerable? Where could redesign create both environmental gain and economic value?

The strongest companies will not treat EPR as a layer of administration added to yesterday’s packaging choices. They will use it to redesign how those choices are made. In practice, that means defining end-of-life pathways in operational terms, separating what can be standardized globally from what must be adapted locally, evaluating packs with a balanced scorecard rather than a single metric, testing behavior honestly, building the evidence plan early, and staging change across the portfolio where learning is fastest and risk is lowest.

Handled tactically, EPR will bring short-term pain with few long-term gains. Handled strategically, it should shape and accelerate the decisions you ultimately need to make to protect your future.

As part of a strategy, it can become a source of commercial advantage. Not because regulation is inherently beneficial to producers. It is not. But because it can force the level of scrutiny, many organizations have postponed. That scrutiny can lead to fewer problematic formats, better alignment between design and infrastructure, lower material intensity, stronger claims, smarter use of recycled content, and clearer investment cases for reuse, refill, or redesign where those moves are genuinely viable.

The companies most likely to create value from packaging EPR will be the ones that use that pressure to review the portfolio properly and scale the changes that actually work.

At Cambridge Design Partnership, we help teams translate regulatory changes to practical design and engineering action. That means identifying where recovery pathways are weak, where behavioral assumptions are unrealistic, where evidence requirements need to shape the brief earlier, and where material and format decisions are creating hidden risk. Typically, that means combining circular diagnostic work, sustainability screening, Sustainability Clean sheeting, human-centered design, engineering validation, and regulatory readiness into a single decision process.

It’s worth asking one final question. Are you only preparing to comply, or are you using this moment to reshape the portfolio for a more circular and commercially resilient future?

A,Person,Holds,Several,Packs,Of,Pills,Over,A,Yellow

Sustainable pharmaceutical packaging without compromising safety or usability

When people talk about “sustainable packaging,” they often picture quick material swaps and bold recyclability claims. But in pharmaceuticals, it’s rarely that simple.

Pharma packaging is a safety-critical system. It protects sensitive formulations, supports regulatory compliance, and helps patients take the right medicine in the right way, every time.

That’s why packaging teams are under a different kind of pressure: they are being asked to reduce environmental impact while holding the line on performance, patient safety, and supply resilience.

At Cambridge Design Partnership (CDP), we work with pharma and healthcare teams to make that trade space manageable. The goal isn’t sustainability as a side project. It’s packaging decisions that are evidence-led, patient-centered, and durable under regulatory scrutiny.

The structural tension at the heart of pharmaceutical packaging

In practice, pharmaceutical packaging exists inside tight constraints that are in place for good reason:

  • Validated moisture, oxygen, and light barriers (often with narrow stability margins)
  • Strict control of chemical interactions and leachables across materials, inks, adhesives, and coatings
  • Tamper evidence, traceability, and serialization requirements
  • Repeatable, audited manufacturing processes with controlled change management
  • Global regulatory alignment, long shelf-life assurance, long qualification cycles, and post-approval variation burden

However, here is another non-negotiable that is often underweighted in sustainability conversations: patient usability.

In effect, packaging is the interface between medicine and the person using it. It must enable patients to identify the correct drug clearly, complete any necessary inspection (for example, tamper evidence, integrity, or visual checks, where relevant), and access the drug product reliably. If a sustainability change makes a pack harder to open, harder to read, or easier to confuse, it creates a risk that overwhelms the environmental benefit.

As a result, progress is rarely about a single material substitution. Sustainable outcomes come from system decisions – barrier, labeling, usability, manufacturing, logistics, and end-of-life considered together.

Why the pressure is now unavoidable

1. Regulation is becoming a market access issue.

In Europe, the PPWR (Packaging and Packaging Waste Regulation) is now the anchor regime: it entered into force in February 2025 and will apply from August 2026, with recyclability tightening through 2030 and a formal review horizon in 2035 that is explicitly relevant to certain pharma pack exemptions. Here, the key challenge is timing: regulatory clocks move faster than pharma packaging platforms can change.

2. Stakeholder expectations are rising.

At the same time, payers, providers, investors, and patients increasingly expect credible action. Packaging is visible, measurable, and easy to compare – so it’s becoming a practical test of seriousness, not a marketing footnote.

3. The business case is shifting from “nice to have” to “must manage”.

Consequently, packaging decisions now touch cost, resilience, and speed to market: material exposure, waste fees, supply fragility, and late-stage redesign risk. In most cases, getting ahead of change is usually cheaper than reacting when options are already locked.

What we see in real programs

A few patterns show up repeatedly when teams try to move from intent to execution.

The biggest wins aren’t always in the primary pack.
In many cases, primary packaging can be the hardest part of the system to change quickly. By contrast, secondary and tertiary packaging (such as cartons, leaflets, protective elements, and shipping formats) often provide faster, lower-risk opportunities – especially when you design them to reduce total material use, improve transport efficiency, and avoid formats that create sorting and recycling problems.

“Recyclable” is not the same as “safe, compliant, and used correctly.”
For pharma, the right question is usually: What is the lowest-impact design that still delivers stability, compliance, and patient usability? That framing prevents false optimization.

Late redesign is the hidden cost.
When sustainability is added after packaging architecture decisions are made, you end up negotiating against a nearly fixed design. That’s when cost and time blow out – and when risk rises.

A practical framework for executive decision-making

If you’re leading packaging strategy, the most useful step is to turn sustainability into a structured decision process rather than a series of ad hoc requests. Here’s a framework we use with teams to keep work focused and defensible.

1. Define your non-negotiables up front

  • Before exploring options, align on what cannot be compromised:
  • Patient safety and correct use
  • Readability and differentiation (right medicine, strength, dose, expiration)
  • Access and openability under real-world conditions
  • Barrier performance and shelf-life confidence
  • Tamper evidence and traceability requirements
  • Validated manufacturing performance and supply resilience

This avoids “optimizing” a pack into something that fails in the field.

2. Establish a credible baseline, quickly

You don’t need a year-long study to find direction. A focused baseline – material flows, key pack components, manufacturing yield sensitivity, logistics assumptions, and end-of-life reality – usually reveals where the impact sits and where it doesn’t.

This is where we often apply lifecycle thinking and our Sustainability Cleansheet method: Quantify the big cost and environmental impact drivers early so you don’t spend months improving the wrong thing.

3. Build a short list of options and stress-test the tradeoffs

For each option, teams should be able to answer clearly:

  • What changes physically? (materials, structure, labels, coatings, inks, adhesives)
  • What risks move? (stability margin, E&L, usability, line performance, supply continuity)
  • What improves? (impact reduction, cost, simplification, waste reduction, data/traceability)
  • What evidence is needed? (bench tests, line trials, stability, human factors validation)

The aim is not perfect certainty. It’s the early elimination of weak options and disciplined focus on the few options that can scale.

4. Pilot to reduce uncertainty, not to signal virtue

In pharma, pilots only matter if they answer hard questions: manufacturability, patient behavior, stability confidence, and real end-of-life outcomes (not just theoretical recyclability).

We design pilots to generate decision-grade evidence, so teams can commit without gambling.

5. Use “smart print” technologies thoughtfully

Many teams want digital capability – traceability, anti-counterfeit protection, patient guidance, or better sorting instructions – without turning packaging into electronics.

That’s where smart print technologies can help: Printed features (from advanced QR codes and variable data to printed conductive inks and thin printed circuits) can deliver “DPP-style” benefits – linking the pack to verified product data, instructions, and chain-of-custody information – without adding bulky components.

But they still require end-of-life thinking. Even small amounts of conductive ink or functional layers can affect recycling behavior and material recovery if they’re used indiscriminately. The practical approach is:

  • Keep digital features as light as possible (often secondary packaging is the right home)
  • Avoid designs that contaminate or complicate recycling streams
  • Choose materials and inks with recovery pathways, where available
  • Be explicit about the end-of-life intent, not just the in-use feature set

Smart features can support compliance and patient outcomes – but only if they’re designed as part of the packaging system, not bolted on.

6. Build a roadmap that matches pharma timelines

Packaging change in pharma is slow by design: qualification, validation, supplier readiness, and stability programs all take time. That’s exactly why the gap between product development cycles and regulatory timelines matters. The right roadmap staggers effort:

  • Near term: Secondary and tertiary improvements and material reduction
  • Mid term: Architecture changes where stability risk is manageable
  • Long term: Platform shifts and primary packaging strategies aligned to the next regulatory horizon

How CDP helps

Clients bring us in when they need momentum without compromising on safety. What makes CDP different is the way we connect the disciplines that usually sit apart:

The result is packaging strategy that holds up: Lower-impact solutions that are still manufacturable, compliant, and usable – built on evidence rather than hope.

The opportunity

Sustainable pharmaceutical packaging isn’t about copying approaches from consumer goods. It’s about designing within the constraints that matter – stability, safety, usability, and supply assurance – while still making real progress on impact.

If you’re responsible for packaging strategy and you’re facing tighter timelines, rising expectations, and harder tradeoffs, we can help you move faster with confidence.

Connect with CDP

For more on how to accelerate meaningful innovation in sustainable pharmaceutical packaging, contact Cambridge Design Partnership.

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Featured in ONdrugDelivery News, Jessica Alzamora, Dr Karla Sanchez and Emily Chang discuss the necessity for precision when delivering cell and gene therapies, explore how this precision can be designed and demonstrated, then go on to describe how a minimum viable product approach to device development can act as a strong predictor of a successful drug delivery device.

Cell and gene therapies (CGTs) are at the forefront of precision medicine, with the potential to repair or replace faulty genes and cells to treat disease at its biological source. Despite this promise, the success of CGTs depends on one defining factor: precision. Every stage, from designing a vector to delivering it in the body, demands careful control to ensure that the treatment reaches the targeted region and/or cells, at the right dose and with minimal off-target effects (Figure 1).

 

181_2025_Dec_CDP_Fig1
Figure 1: Commonly targeted delivery sites for CGTs.

A clear example of this reliance on precision comes from a currently available gene therapy to help improve functional vision in patients with an inherited retinal disease due to a genetic mutation. The approved adeno-associated virus 2 (AAV2) gene therapy Luxturna® (voretigene neparvovec, Spark Therapeutics, Philadelphia, PA, US) must be delivered via a highly targeted subretinal injection to ensure that the therapy reaches and acts on the exact layer of cells needed for vision. Even small variations in injection depth or placement can change how effectively it restores function, and incorrect placement can increase the risk of inflammation.1 This shows that the success of a therapy depends as much on how it is delivered as what it delivers – the therapeutic effect is dependent on the accuracy of the delivery modality.

To unlock the full potential of CGTs, the industry must not only consider molecular innovation but also focus equally on the method of precision delivery to expand the pivotal link between discovery and patient benefit. Achieving reproducible precision will determine how effectively these breakthroughs translate from rare success stories into accessible, scalable therapies.

This shows that the success of a therapy depends as much on how it is delivered as what it delivers – the therapeutic effect is dependent on the accuracy of the delivery modality.

Where Precision Matters Most In CGTs

CGTs are not produced in the same way as small molecules or standard biologics. Many programmes are patient-specific or produced in small, labour-intensive batches, with customised biomanufacturing and strict cold chain to preserve vector integrity or cell viability. These constraints make products extremely costly: Luxturna®, for example, is priced at around US$850,000 (£650,000) per patient.2 Given the resource-intensive nature of producing usable material, development teams must prioritise process efficiency and precision from the earliest stages of production.

Potency and safety are also tightly linked. Small deviations in target delivery or poor biodistribution control can provoke serious immune-mediated toxicities,3 among other serious side effects, which is particularly true in gene therapies.4 For instance, intrathecal delivery (administration into the cerebrospinal fluid, e.g. via lumbar injection, allowing direct access to the central nervous system) can have a biodistribution-associated risk that results in dorsal root ganglion inflammation and neuronal degeneration, particularly with higher doses, where neither the therapy’s tropism (affinity with specific cells) nor cerebrospinal fluid dynamics have been fully characterised.4

“Precision in where and how therapies are delivered determines how safely it can be dosed, how consistently it can be scaled and how much product is needed to achieve a therapeutic effect.”

Some therapies may only succeed when they are placed with millimetre-scale accuracy. For a rare neurological disorder called aromatic L-amino acid decarboxylase deficiency, the AAV2-based therapy Upstaza™ (eladocagene exuparvovec, PTC Therapeutics, Warren, NJ, US), is delivered through stereotactic neurosurgery, which delivers four small infusions into the putamen in a single session (two per hemisphere).5 The product label specifies the route, infusion sites and dosing parameters, as the efficacy of the therapy depends on reaching the correct brain region while avoiding wider systemic exposure. This is precision delivery built directly into the treatment’s design. Furthermore, for one-off or single-administration gene therapies, re-delivery may not be possible (e.g. due to pre-existing antibodies to AAV) or may be considered too risky to conduct (e.g. direct-to-brain administration).

Precision in where and how therapies are delivered determines how safely it can be dosed, how consistently it can be scaled and how much product is needed to achieve a therapeutic effect.

When Precision Becomes A Moving Target

Precision is easy to define, in theory, but difficult to achieve in practice. For many CGTs, location, distribution and dose must be defined long before clinical trials begin, yet each is influenced by complex and patient-specific variables (Figure 2). Precision is less critical for ex vivo approaches, such as chimeric antigen receptor T-cell therapies, where cells are modified outside of the body prior to intravenous administration. These treatments have demonstrated success, as seen with Kymriah® (tisagenlecleucel, Novartis) and Yescarta® (axicabtagene ciloleucel, Kite Pharma, Santa Monica, CA, US) in haematological malignancies. In contrast, precision becomes far more consequential for in vivo gene and stem cell therapies. What seems simple – such as targeting a specific organ for a rare disease – quickly becomes challenging when teams must decide what level of precision is sufficient in terms of which part of the organ and its diverse cell populations to target for the therapy to be effective.

181_2025_Dec_CDP_Fig2
Figure 2: Achieving the correct location, dose and distribution.

Location

This challenge is clearly visible in liver-directed AAV therapies, where defining location goes beyond reaching the organ itself. The liver’s intricate vasculature and cell diversity means that vector access and expression vary widely, while efficacy depends on transducing enough hepatocytes without excessive uptake by other cells that may trigger immune responses or reduce potency.6 Achieving this balance relies on optimising the route of administration, delivery site and dose flow control.

Distribution

Parameters such as vector concentration, infusion rate and device (e.g. cannula) geometry determine how the therapy is distributed through the tissue and how reliably it reaches target cells. To manage these interdependencies, computational and experimental modelling are integral throughout development of the therapy and delivery device. By modelling vector flow, convection and uptake in patient-specific anatomy, device developers can predict how a formulation or delivery approach will behave before starting animal studies, or they can refine it alongside these studies. These models enable the integrated team (composed of formulation/modality specialists, device developers and more) to optimise distribution patterns, reduce experimental uncertainty and accelerate iteration, allowing precise delivery to be engineered rather than inferred.

Dose

A clearer understanding of anatomical location and distribution also improves how the team defines and manages dose precision, which ultimately determines efficacy and safety. Dosing CGTs is about far more than volume; it reflects how much active vector or number/type of cells are needed to ensure the desired effect within the target tissue. Achieving precise dosages means controlling both potency and delivery conditions so that the administered quantity can translate into a safe and effective treatment. Advances in data analytics (e.g. vector analysis), flow-controlled infusion and real-time delivery monitoring are helping to define this relationship more accurately, enabling teams to move from empirical dose escalation to evidence-based dose design.

Although device design cannot completely negate biological variability, it can stabilise the physical conditions of delivery in terms of location flow and distribution, reducing the influence of external factors on therapeutic performance. In this sense, delivery systems are an integral and essential part of the therapy’s design; the therapeutic without the device is useless. A minimum viable product (MVP) delivery device is essential even in early-stage therapy development, as it underpins both the predictability and scalability of clinical outcomes, as well as reducing risk to both the patient and therapy programme.

How To Demonstrate Precision

If defining precision is difficult, demonstrating it under clinical conditions is even harder. Many CGTs show encouraging results in modelling and in vitro studies, only to encounter unexpected variability once tested in animals or humans. Translating a theoretical understanding of location, dose and delivery pattern into reproducible, in vivo performance remains one of the toughest challenges in the field.

The difficulty often emerges during the transition from therapeutic discovery to device-specific preclinical testing. Early studies may demonstrate vector bioavailability or device function separately, focusing on establishing foundational performance characteristics; however, this separation can limit understanding of how the two interact under physiological conditions. As a result, the first time the full system is tested, typically in animal models, teams may struggle to interpret poor outcomes. The question being: is the issue with the therapy itself or with how it was delivered?

If the delivery device or route is not well characterised before entering in vivo preclinical work, study design, surgical procedures and even success criteria can become ambiguous or have a lack of reproducibility.

Study Design

Preclinical study design therefore becomes the first true test of precision. The chosen route of administration determines not only how the therapy will be delivered, but also which model is appropriate for advancing an MVP approach to device design that supports overall therapy development. For example, a device that matches the therapy development stage and its requirements allows for evidence gathering on the control of delivery – isolating results for therapeutic effectiveness.

Anatomical and physiological differences, particularly in vascular structure, tissue density or organ size, mean that delivery parameters optimised in animals may not translate directly to humans. Building these constraints into the study design early on can help teams interpret results with greater confidence.

Procedural Control

Demonstrating precision also depends on procedural control. Every step, from therapy preparation and handling to administration and post-delivery care, can influence efficacy. For cell therapies, cell sedimentation during preparation or delays between thawing and delivery can alter dose consistency and viability. For gene therapies, infusion rate, device placement and user variability can all shift distribution patterns. Integrating human factors engineering into device and protocol design using procedural expertise helps to standardise these steps, thus improving reproducibility and safety.

Regulatory Scrutiny

Ultimately, preclinical and clinical studies are where precision delivery meets regulatory scrutiny. Demonstrating that a therapy and its delivery system consistently achieve targeted exposure is essential for proving both safety and efficacy. Without an early integrated approach to development of the device, formulation and route of administration, teams risk employing complex and expensive animal models or clinical studies only to discover that the delivery method itself limits their ability to assess therapeutic potential.

Incorporating delivery design and evaluation early in development is therefore not just good engineering – it is a strategic safeguard. Precision that is defined, engineered and tested in parallel with the therapy dramatically increases the chances of reproducible success in the clinic.

Conclusion: Precision Delivery Is The Next Frontier

The future of CGTs will not be defined solely by novel vectors or manufacturing breakthroughs, but by the industry’s ability to deliver these therapies with accuracy and consistency at scale. As CGTs move towards broader indications, the need for predictable, accessible delivery will only intensify. Achieving precision demands earlier integration of biological, engineering and human factors design, alongside continued investment in modelling and device innovation. Precision delivery bridges the gap between discovery and patient impact, turning theoretical efficacy into real-world benefit.

The lesson is clear: precision delivery is not a supporting technology, but the missing link that will connect scientific ingenuity with clinical and commercial success. Those who master it will define the next era of CGTs.

“The future of CGTs will not be defined solely by novel vectors or manufacturing breakthroughs, but by the industry’s ability to deliver these therapies with accuracy and consistency at scale.”

References
  1. Patel MJ et al, “Surgical Approaches to Retinal Gene Therapy: 2025 Update”. Bioengineering, 2025, Vol 12(10), art 1122.
  2. “Spark’s gene therapy price tag: $850,000”. News Article, Nature Biotech, Feb 6, 2018.
  3. Morris EC, Neelapu SS, Giavridis T & Sadelain M, “Cytokine release syndrome and associated neurotoxicity in cancer immunotherapy”. Nature Rev Immunol, 2022, Vol 22(2), pp 85–96.
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This article highlights how the right device can turn complex two-component injectables into simple, safe, and accessible treatments. If you’re exploring delivery challenges or want to design patient-friendly solutions for advanced formulations, we’d love to talk.

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Drug Delivery to the Brain: Engineering Precision Across Novel Modalities

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Neurodegenerative diseases such as Alzheimer’s disease (AD), Parkinson’s disease (PD), motor neuron disease (MND, including amyotrophic lateral sclerosis, (ALS)), and frontotemporal dementia (FTD) remain areas with limited disease-modifying treatments. Therapeutic pipelines in this area are increasingly dominated by antisense oligonucleotides (ASOs), RNA interference (RNAi) molecules, monoclonal antibodies, and viral gene therapies such as adeno-associated virus (AAV). These modalities offer the potential to modulate genetic pathways, reduce toxic proteins, or deliver genes to modulate disease pathways.

However, the size, structure, and physicochemical properties of these modalities largely prevent them from crossing the blood–brain barrier (BBB) through systemic delivery routes. The brain’s protective architecture restricts where and how these molecules can be delivered, and their complexity introduces delivery demands that conventional administration cannot meet.

Drug development must therefore evolve in parallel with delivery system design.

Once a modality is defined, the delivery strategy and device architecture required to administer it safely, precisely and effectively must be developed alongside it.

Why New Modalities Require Bespoke Approach to Delivery

Many of the emerging central nervous system (CNS) modalities have delivery requirements that differ fundamentally from traditional therapeutics. ASOs and RNAi therapeutics, for example, require broad CNS exposure and are therefore commonly administered into the cerebrospinal fluid (CSF) rather than via more localised, parenchymal approaches. CSF flow is largely pulsatile and oscillatory, with a slow net movement along the spine. After lumbar intrathecal administration, for example, these transport dynamics together with limited diffusion and tissue uptake, usually cause the drug to stay concentrated near the injection site and to decrease progressively as it travels upward towards the brain. Because these molecules are highly charged and diffuse slowly, such gradients persist, limiting penetration into deep structures without controlled flow. Device requirements should therefore include precise catheter placement, controlled infusion, prevention of local pooling, and repeat dosing capability.

In contrast, large proteins such as monoclonal antibodies must reach cortical, subcortical, or deep-brain regions, necessitating intracerebroventricular or intraparenchymal delivery. Devices must incorporate many elements to ensure targeted delivery such as reflux-resistant geometries, strategies for targeted spatial coverage, controlled infusion profiles, and low-adsorption materials to prevent protein aggregation.

Viral gene therapies impose some of the strictest demands on delivery systems. AAV vectors are sensitive to shear forces, turbulence, surface adsorption, and pressure changes, and maintaining capsid integrity throughout preparation and infusion is critical. Delivery systems must include ultra-smooth internal surfaces, gentle and stable low flow rates, inert materials, and high-precision targeting of deep structures.

In these cases, the delivery device becomes an integral component of the therapeutic product.

Device Engineering as a Core Component of Drug Development

When delivery impacts therapeutic efficacy, the device effectively becomes part of the therapy. The mechanical, geometric, and material requirements of a delivery system must therefore be defined not only by clinical considerations, but by the physical and biological behaviour of the therapeutic agent and the tissue it enters. In the CNS, this means accounting for the poroelastic nature of brain tissue, how it deforms, absorbs, dissipates, and redistributes fluid under pressure. These properties vary markedly between grey and white matter, differ across deep nuclei and cortical layers, and evolve dynamically as disease alters cellular composition, extracellular matrix structure, and hydraulic resistance. Such heterogeneity means that a device designed for one anatomical context may not perform predictably in another, even at identical infusion parameters.

Because these biological factors directly shape how infusate spreads, engineers must design delivery systems around the interplay between modality constraints and tissue mechanics. This shifts the focus from simply handling the molecule to engineering the conditions under which it travels. Cannula-based systems, for example, are one way of addressing this focus and key decisions include selecting tip geometries that balance mechanical stability with minimal insertion trauma; choosing port architectures that control local flow vectors and prevent jetting or backflow; and tuning lumen dimensions and surface properties to reduce adsorption, shear-induced degradation, or clogging under clinically relevant conditions. Each of these choices dictates how the therapeutic is introduced into the tissue microenvironment and how reliably it follows intended distribution pathways.

Beyond the insertion device itself, infusion strategy becomes a critical engineering parameter in its own right. Flow rate, pressure control, and infusion timing must be optimised to avoid exceeding the tissue’s capacity to deform safely, a threshold that varies with pathology, age, and regional structure. In some contexts, a constant-pressure approach stabilises the infusion front, while in others, constant-flow allows more predictable volumetric spread. Incorporating features such as pressure-relief paths, multiport configurations, or dynamic flow modulation can further tailor distribution when a single port or monotonous flow profile is insufficient. The device, in other words, does not merely deliver the therapy, it shapes how the therapy propagates through complex biological substrates.

Thus, the therapeutic modality defines the device’s safe and effective operating window, from acceptable flow ranges to port geometry and infusion timing.

Integrating these constraints into device architecture is what converts a therapeutic concept into a deliverable intervention, shaping dosing, distribution, and clinical performance. This perspective anchors the subsequent design decisions and highlights why device engineering must evolve in parallel with emerging therapeutic modalities.

Research and Modelling: Validating Drug–Device Interaction

Ensuring a therapy reaches the right place (and not off-target), in the right amount, requires evidence. That evidence comes from a spectrum of approaches. In-silico modelling is often the first step, using first-principles physics, computational fluid dynamics, or finite-element methods to explore how a device, a therapeutic, and the brain’s microstructure interact. These models account for tissue porosity, elasticity, white–grey matter boundaries, fluids viscosity and dynamics, and pressure gradients to forecast how an infusion will spread before a single experiment is run.

But simulations are only as good as the worlds we build for them. Brain-mimicking hydrogels and 3D-printed phantoms provide physical testbeds where model-based predictions are challenged and refined. They make flow visible, enable rapid parameter testing, and allow researchers to probe failure modes without the constraints of animal work. These platforms narrow uncertainty and help translate computational insights into practical infusion parameters, helping guide device design.

Animal studies deliver the critical translational step, revealing how elements such as distribution, tissue response, device–tissue mechanics, and (for gene therapies) transgene expression play out in vivo. Here, the goal is not just to confirm spread, but to understand how biology responds to the physical act of delivery, a dimension no model or phantom can fully capture.

Together, these stages form an iterative design–test–refine loop, which is essential for reliable, modality-specific CNS delivery.

Collaborative Expertise and Scientific Frameworks

Because device-based delivery is integral to being able to achieve therapeutic effect of these modalities, progress depends on teams that can bridge biology, engineering, modelling, and clinical practice. Each discipline contributes a different piece: drug discovery teams define the therapeutic goal and target exposure; engineers translate those needs into device and flow-system architectures; modellers anticipate how an infusion will behave in complex tissue or fluid; neurosurgeons test procedural feasibility and targeting; imaging specialists verify where the therapy actually goes; and human factors experts ensure the device can be used safely and reliably in real clinical settings. Innovation emerges at the intersections of these disciplines, where insights are shared and refined.

To support this, many organisations draw on multidisciplinary scientific advisory boards (SABs) that span neurodegeneration, biomaterials, computational modelling, device engineering, neurosurgery, and regulatory science.

These boards provide an early-warning system for delivery challenges, shaping designs and validation strategies and ensuring that device performance stays aligned with biological and clinical requirements.

Complementing this are pre-competitive collaborations, modelling consortia, shared phantom libraries, device-testing networks, and harmonised imaging datasets, that give teams a common scientific language. These shared resources reduce duplication, improve reliability, and accelerate the path from concept to clinically deployable delivery systems.

Conclusion

Novel modalities, including ASOs, RNAi agents, antibodies, and viral gene therapies, represent the leading edge of neurodegenerative therapeutic innovation. But realising their full potential depends on delivery systems that are precise, reliable, and tailored to each modality’s unique demands.

Device design and engineering must therefore advance in parallel with drug development, supported by rigorous modelling, interdisciplinary expertise, and integrated scientific frameworks. By uniting therapeutic design with delivery system innovation, the field is laying the groundwork for meaningful progress in neurodegenerative diseases and accelerating the pace of CNS therapeutic innovation.

References

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    1. Gao J, Gunasekar S, Xia ZJ, Shalin K, Jiang C, Chen H, Lee D, Lee S, Pisal ND, Luo JN, Griciuc A, Karp JM, Tanzi R, Joshi N. Gene therapy for CNS disorders: modalities, delivery and translational challenges. Nat Rev Neurosci. 2024 Aug;25(8):553-572. doi: 10.1038/s41583-024-00829-7. Epub 2024 Jun 19. PMID: 38898231.

    1. Wu, D., Chen, Q., Chen, X. et al. The blood–brain barrier: Structure, regulation and drug delivery. Sig Transduct Target Ther 8, 217 (2023). https://doi.org/10.1038/s41392-023-01481-w

    1. Hunt MA, Hunt SAC, Edinger K, Steinauer J, Yaksh TL. Refinement of intrathecal catheter design to enhance neuraxial distribution. J Neurosci Methods. 2024 Feb;402:110006. doi: 10.1016/j.jneumeth.2023.110006. Epub 2023 Nov 13. PMID: 37967672.

    1. Yuan T, Zhan W, Terzano M, Holzapfel GA, Dini D. A comprehensive review on modeling aspects of infusion-based drug delivery in the brain. Acta Biomaterialia. 2024 Sep 1;185:1-23.

    1. Lonser RR, Sarntinoranont M, Morrison PF, Oldfield EH. Convection-enhanced delivery to the central nervous system. J Neurosurg. 2015 Mar;122(3):697-706. doi: 10.3171/2014.10.JNS14229. Epub 2014 Nov 14. PMID: 25397365.

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