Key Financial Focus for Life Sciences in 2025: The Five Pillars of Financial Excellence

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Leveraging Digital Transformation and AI for Financial and Operational Efficiency in 2025

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Future of Healthcare 2025: Mastering Regulatory Landscapes

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
How Small and Mid-Tier Life Sciences Companies Can Shape M&A Trends in 2025

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Diversifying Revenue Streams Beyond Core Products

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Capital Allocation and Cost Efficiency in Life Sciences

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
The Value of Your Company Unveiled Thanks to Modern ERP Financial Reporting

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Outdated Accounting Practices Hold Back R&D Success

In small and mid-cap life sciences companies, finance teams are stuck in legacy accounting practices that stifle innovation. Bloated Excel sheets, convoluted explanations, and feedback loops that feel more like interrogations leave R&D teams frustrated and distracted. These outdated processes donât just waste timeâthey erode the value of R&D itself. Itâs time for non-finance leaders to demand streamlined, transparent tools that support growth, not block it.
As a result, the journey from lab to market hinges on the seamless integration of R&D with strategic financial oversight.
Below, we explore why CFOs â and stakeholders â must rethink their approach, replacing outdated methods with more modern and integrated solutions to protect and amplify R&D success.
Outdated Accounting Processes Hinder Revenue Recognition Efficiency

The Importance of Key Objectives for Biopharmaceutical Companies
Understand the importance of key objectives for biopharmaceutical companies in Return on pharmaceutical innovation, improving patient engagement, and upskilling digital skills internally are the keys objectives of biopharmaceutical companies.
Chaos or Catastrophe? BREXIT Transition ends on 31 December 2020

With less than a month to go (date of writing 1-Dec-2020) until the end of the post-Brexit transition period, there’s still no clarity about exactly how the UK’s borders will operate outside the EU’s economic zone – the single market and the customs union. There is still no trade deal between the UK and the EU and such agreement will take years to be concluded. In the meantime, businesses that trade across the border are extremely concerned as it is likely that widespread disruption will happen as of 1 January 2021. It is one of the reasons of why MHRA has approved the vaccine (link here) as shipments will be authorized as of today (origin Belgium) and thus avoid delays. Because from 1 January 2021, trading, inbounds and outbounds, will face large amounts of new paperwork and checks that includes: In order to limit the disruption of the trade, UK government has decided to postpone customs checks until 1 July 2021 leaving some additional time for companies to prepare. But the scale of complexity due to paperwork cannot be underestimated and it is expected that January 2021 will be a difficult month for customs clearance. We prepared the below document to help you understand the changes that will affect your movement of goods with the UK (England, Scotland and Wales – Northern Ireland is a different category). DOWNLOAD —ïž
What is Shadow Payroll?

Todayâs workforce is mobile, and COVID-19 pandemic has accelerated this trend. France, Italy, Germany and even Belgium, Netherlands and UK⊠It is not unusual to hear that people returned to their home country and are working remotely. Can this practice have an impact on companies and the way payroll is handled? Yes, it does. As the current situation may last longer than expected, if a company has employees working from a different country they have to be considered as âexpatsâ. Nations are more demanding and local tax jurisdictions are increasing pressure on peopleâs income tax and shifting the burden of taxation to employers, many things can go wrong for companies which will be required to pay heavy fines. Letâs use the following example: âMax is British. He lives in Basel and works for a Swiss based pharma company (home country). In March 2020, because of the COVID-19 pandemic, Max decides to work from his home in the UK (host country), and travel to Switzerland when required , usually one day per month for on-site meetings. Maxâs plans are to return to Switzerland when his companyâs office opens again, which is planned in March 2021.â How shall this case be treated? Generally, double taxation treaties apply for assignments that are less than 6 months. As the stay is longer than 183 days, it is considered a long-term assignment and Maxâs income may be subject to tax in the host country (UK). In this case Maxâs company is required to implement a shadow payroll and pay for the social security in the host country. What is Shadow Payroll? Shadow payroll is a method to assist and comply with international payroll and tax regulations while an employee has a different host country. As the payroll is shadowed in the host country, it generally requires the home country company to register as taxpayer in the host country or to have a local subsidiary or branch to be registered. It is a complex process, which requires detailed knowledge and expertise! For further information, please:
Future Tax Policy for Digital Economy

The digitalization of the economy remains an important tax challenge and was identified as an area of focus of the Base Erosion and Profit Shifting (BEPS) Action Plan. With the objective to change the actual profit allocation rules for digital companies two Pillars were identified: Grouped under an Inclusive Framework (âIFâ), the Program of Work (âPoWâ) was initiated in May 2019 by the G20 ministers jointly with the OECD. Following several revisions, the IF and OECD adopted a consensus based solution on Pillar One: the âUnified Approachâ. On January 31, 2020, the OECD endorsed the Pillar One and approved to negotiate its principles under the Unified Approach which is intended to be finalized by 2020. The proposal would have to be adopted by the G20 before getting implemented in the various jurisdictions. The concept is to design a solution that attracts support from all members of the Inclusive Framework. The Secretariatâs proposal for a âUnified Approachâ has been developed with this goal in mind. Key features of a solution, which would include the following: Scope. New Nexus. New Profit Allocation Rule going beyond the Armâs Length Principle. Increased Tax Certainty delivered via a Three Tier Mechanism. To summarize, reaching a consensus amongst 137 countries participating in the IF is a great challenge, but the IF has already shown a huge determination in bringing the Unified Approach in such short notice. In an ever evolving landscape of regulations*, we recommend multinational companies to develop contingency plans, change scenarios and implementation without delay. For further information: simon.massel@lifescienceservices.ch Source: http://www.oecd.org/ *US GOP Tax Reform, the EU Anti-Tax Avoidance Directives (âATAD Iâ and âATAD IIâ), BEPS Action Plans, Pillars One and Two
COVID-19 Employer Q&A Switzerland

Situation at April 1, 2020 The following lines is an intent to help you navigate to your rights when facing the most commun issues that employers and employees are facing amid the current COVID-19 pandemic. Are my employees obliged to disclose themselves as a risk-factor? Only if they have a confirmed infection. Otherwise no. As an employer can I demand my employees to disclose themselves as risk-factor? Yes, only if you are implementing sanitary measures to protect employees. Questions need to be proportionate in light of the information that the employees need to disclose. Then employees who are at risk can be asked to disclose it to the employer. It can be done by written statement from the employee or the employer may as for a medical certificate. As an employer/manager can I request employees to report co-workers with symptoms of COVID-19? Yes, but this measure can be seen as an obligation to report other employees and the data obtained in the case of a risk-factor person cannot be kept on the personal record of the employee and deleted within 5 weeks. Furthermore, the type of information provided is very important: as an employee I can report that a colleague seems to suffer from a fever, tiredness, etc. But I cannot report that an employee suffers from asthma or any other disease. It would be a violation of privacy and is very sensitive. In addition, a person which was reported has the right to know who the reporter is. It is very important to think how to address this situation. Finally, you may inform other employees in a timely and transparent matter, with the appropriate level of information as explained here; only relevant information can be disclosed. As an employer can I require that my employees see a doctor? Yes, but at the employer expense. Furthermore, the doctor is not allowed to provide details to the employer. The only information the doctor can provide is if the employee is able to work or not. One of my employees is refusing to come to work. Can he do that? At-risk employees can ask to work from home provided that it is possible from a technical and operational point of view. If work activities can only be carried from the usual place of work, employers must be fully compliant with the federal recommendations on hygiene and social distancing for all employees. The same applies if an important meeting is taking place and for business trips. My company is not on the list of companies that must shut down operations, but I want to shut it down anyway. Can I do it? In the case of a voluntary shut down, the employer must pay the full salary to its employees. Do I have to pay an employee who canât work because kindergartens and schools are closed, and the employee must stay at home to look after his/her child(ren)? Employees will receive their full salary for the first three days of absence. As of the fourth day the employer does not have to pay any salary. Employees might qualify for a daily allowance equal to 80% of their salary, with a cap of maximum 196.00 CHF per day. The employee is responsible for the application with the social security fund of the company. Generally, if an employee is prevented from working because of an act of negligence from his part (travel to prohibited areas, breach of confinement, etc.) he/she is not entitled to receive any salary pay. The chart below summarizes your rights and obligations. We hope this article is helpful. Rui M. Teixeira