In this exclusive interview, Novotech’s CEO John Moller reflects on the company’s recognition in the 2025 Pharmaceutical Technology Excellence Awards and shares insights into Novotech’s journey from its Australian roots to becoming a global leader in clinical research. The discussion explores pivotal moments in Novotech’s growth, the company’s commitment to diversity and inclusion, its innovative partnerships, and the evolving landscape of clinical trials.
Pharmaceutical Technology (PT): Congratulations on Novotech’s recent success in the 2025 Pharmaceutical Technology Excellence Awards. What does this achievement mean to you personally and to your leadership team?
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John Moller: Thank you. This recognition is truly meaningful for all of us at Novotech. It’s a testament to the passion and dedication of our entire team, who have worked tirelessly to build a company that not only delivers operational excellence but also leads with purpose. For our leadership team, these awards validate our commitment to driving scientific innovation, creating a unique client engagement model and advancing diversity.
PT: Looking back on your journey with Novotech, can you share a pivotal moment that shaped your leadership approach or the company’s direction?
John Moller: One pivotal moment, 17 years ago, was our decision to expand aggressively beyond Australia into the broader Asia-Pacific region. At the time, it was a bold move; many doubted whether an ANZ-based CRO could compete in such a complex region. That expansion shaped our business model, leadership structure and culture. It taught us the value of local leadership, expertise and relationships, which remains a cornerstone of our culture today.
PT: Novotech has expanded from its Australian roots to a global presence. What is your vision for the company over the next five years, and how do you ensure your core culture remains strong across diverse regions?
John Moller: Our vision is to become the global CRO of choice for biotech and small to mid-sized pharma companies. Over the next five years, we aim to double our workforce and achieve a more balanced global footprint, strengthening our presence in North America and Europe. To maintain our culture, we invest in leadership development, and we value geographically distributed leadership, a flat organizational structure, and transparent communication with our staff. Our values: collaboration, integrity, and client focus, are embedded in everything we do, regardless of geography.
PT: How do you foster a culture of innovation and adaptability within Novotech, especially when working in emerging therapeutic areas?
John Moller: Novotech maintains a disciplined approach to innovation by encouraging rigorous piloting and evaluation of new processes and technologies. We typically have 60 to 80 projects underway at any time, and teams are empowered to test concepts through lean business cases with clear success criteria. Our investment in AI-enabled tools, such as electronic Trial Master File automation and data anomaly detection, streamlines workflows and improves accuracy. This structured approach allows us to continuously refine practices and maintain a competitive edge in emerging therapeutic areas.
PT: As client expectations shift, how is Novotech reimagining its approach to engagement and relationship-building in the digital age?
John Moller: We’re leveraging real-time data access, AI-driven insights, and digital platforms to enhance transparency and responsiveness. Our project managers maintain ongoing communication with clients, supported by executive sponsors who are directly involved at key milestones. We also use feedback, both formal and informal, to continuously refine our service. Ultimately, our goal is to combine the efficiency of digital tools with the personal touch that biotech clients value.
PT: Where do you see the greatest opportunities for Novotech and the clinical trials industry in the next few years, especially in light of rapid technological and regulatory change?
John Moller: The convergence of biotech innovation, data science, and a more innovative stance by some regulators presents enormous opportunities. We’re particularly excited about the potential for AI to drive trial efficiency and precision, and for new therapeutic modalities, like cell and gene therapies, to transform patient outcomes. Each of these factors provides an opportunity to streamline global trial execution and bring life-saving therapies to market faster.
PT: Novotech’s partnership with Tune Therapeutics is seen as a model for innovation. What was the biggest risk or challenge in pioneering this collaboration, and what did you learn from the experience?
John Moller: The biggest challenge was navigating uncharted regulatory and operational territory with a first-in-class therapy. Both organizations had to be flexible and trust each other’s expertise; Tune relied on our regulatory know-how, while we leveraged their medical insights. By operating as a single, integrated team, we overcame obstacles that would have stalled a more traditional partnership.
PT: What challenges have you faced in building a truly inclusive leadership team, and how have you addressed them?
John Moller: Building a leadership team that mirrors our global footprint has been a key focus for us. We recognize that to truly serve our diverse markets, our leadership must encompass a range of geographies and cultures.
To achieve this, we’ve implemented structured hiring processes that prioritize diverse candidate pools. We’ve also ensured that our interview panels are diverse, bringing varied perspectives to the selection process. This approach helps us mitigate unconscious biases and make more balanced decisions.
Transparency is another cornerstone of our strategy. We regularly publish diversity metrics and hold ourselves accountable to clear benchmarks. This openness not only tracks our progress but also reinforces our commitment to continuous improvement.
Moreover, we’ve embedded inclusivity into our leadership development programs. By doing so, we’re not just focusing on representation but also on creating an environment where diverse leaders can thrive and drive meaningful impact.
One challenge has been overcoming unconscious bias and ensuring equal opportunities for advancement across all regions. We’ve addressed this by implementing structured hiring processes, diverse interview panels, and ongoing DEI training. Transparency is key—we regularly publish diversity metrics and hold ourselves accountable. It’s a journey, but by embedding inclusion into our leadership development and talent strategy, we’re making meaningful progress.
PT: Beyond commercial success, how do you hope Novotech will influence the clinical trials industry and contribute to broader healthcare progress?
John Moller: Our ambition is to set a new standard for partnership, innovation, and inclusivity in clinical research. By supporting biotech innovators and advancing therapies for unmet medical needs, we hope to accelerate the delivery of transformative treatments to patients worldwide.
PT: John, thank you for sharing your insights and vision with us. It’s been a pleasure hearing about Novotech’s journey and your perspective on the future of clinical research.
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