The life sciences industry is entering a phase of significant change. Shifts in investment, technology, and talent are reshaping how businesses operate.
While major greenfield projects are slowing, investment in digital transformation and process automation is accelerating. Rising costs, evolving skill sets, and the need for adaptability will transform how companies plan, hire, and deliver projects.
Our Managing Director, Kieran Coughlan, shares his outlook and practical advice based on trends we’re seeing across our client base. From attracting multidisciplinary talent to managing cost pressures and embracing value-driven solutions, these insights are there to help you make informed decisions and succeed in a changing market.
What do you think the market will look like in in 2026?
We don’t expect to see any major greenfield projects in 2026, and while there are still a number of large projects running, there are no new major projects in the pipeline. So, it’s going to be a more challenging environment. That said, there is significant investment happening in digital transformation. Every company is looking at how business process automation and AI can improve efficiencies. However, these initiatives are very much driven by the need for a fast ROI. To get projects approved, companies must demonstrate a quick return.
All existing sites require continuous investment to stay relevant and support new product introductions. So, I don’t foresee a mass exodus from the market or anything close to that. There’s no danger of companies leaving, these organisations are here for a reason, and those reasons haven’t disappeared. The products are still required, and the markets still exist. That will continue to be part of the landscape.
Where we are seeing challenges is in attracting new investment. For example, it was interesting to see the major Eli Lilly project announced for the Netherlands. From an Irish perspective, the competitive landscape for securing significant new investment is much tougher. Global investment levels have dropped, not just in Ireland or Europe, but also in the U.S. Investment in new facilities worldwide has declined.
What are some of the biggest challenges clients will face in 2026?
Cost is the biggest challenge. There have been enormous increases in the cost of doing business in Ireland over the last number of years. Labor costs have risen significantly. With the exception of a few specific skill sets, I don’t think we’ll see the same major skill shortages that we experienced in recent years. However, there are exceptions, particularly in anything related to digital.
Cost pressures are everywhere. Many companies account in U.S. dollars, so when the dollar drops, the cost of everything imported into the U.S becomes more expensive, even outside of tariffs. So, cost challenges will continue to impact facilities here. Process automation is a major focus, not just automation itself, but the integration of manufacturing systems and business processes. Digital transformation will be a key challenge, particularly in finding people with the right skills: individuals who understand the sector, specific departments, and processes, and who also have the ability to reimagine how these processes can be delivered digitally while complying with FDA regulations.
Automation is accelerating the pace of change. In terms of soft skills, adaptability will be more critical than communication. Everyone is using some form of AI for communication, but this has led to complacency. People aren’t reading or assessing what they’re sending. Emotional intelligence will remain important, but adaptability, the ability to change what you do and how you do it, and to focus on outcomes will be the biggest challenge.
What do clients need to consider for workforce planning or project resourcing in 2026?
The biggest challenge will be identifying who can do the roles that exist, rather than searching for candidates who don’t exist. Skill sets are now highly multidisciplinary. It’s not just IT, automation, or process engineering, it’s a combination of these, plus the ability to reimagine processes and bring people along on the journey.
Clients are looking for individuals with multiple skill sets, which often exist in very small populations. So, the challenge is to rethink what they’re looking for. For example, bringing in people with strong project management skills and a solid foundation in one area, then developing the other skills internally. Clients are no longer looking for unicorns, they’re looking for two-headed unicorns! The pace of change means the challenge isn’t finding people with all the skills (because they don’t exist) but finding people with the ability to develop those skills and deliver results. Strong project management and adaptability will be key, along with people management and emotional intelligence.
Do you have any final advice for clients going into 2026?
We’re seeing, and expect to see more an evolution of solutions. The questions are becoming more complex, so clients need to be imaginative in how they solve problems. How do you find solutions that support the overall business and deliver the greatest value? It may not always be about cost alone.
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If you would like to find out more about how we can support you with your resourcing requirements in 2026, please get in touch.