Overview
Founded in 2012 by pharmaceutical executives and IT professionals, Vivanti leverages GenAI, automation, and advanced digital solutions to support life science companies in optimizing operations, enhancing workforce performance, reducing costs, and making data-driven decisions. The company operates with 100+ professionals and has completed 5000+ successful projects for 200+ medical brands across marketing, commercial excellence, medical affairs, R&D, and supply chain services.
In the news
- AI is changing Medical, Legal and Regulatory (MLR) review. But as automation increases, what happens to professional accountability? As pharmaceutical companies explore AI-enabled MLR workflows, the conversation is moving beyond efficiency and faster approvals. The bigger question is: How do we build confidence in AI-supported decisions while maintaining the human expertise and accountability that regulatory compliance demands? At Vivanti Europe, we've collaborated with Shazad Jafri, ABPI Medical Signatory and Founder of
- The more capability pharma builds internally, the higher the bar should become for what it buys externally. 🧩 Many pharma companies have strengthened internal Digital, Data, AI, Commercial Excellence, Medical, Learning and Transformation teams. That changes the value an external partner needs to bring. Strategically important capabilities that are used continuously and differentiate the business are obvious candidates for deeper internal ownership. McKinsey & Company’s work on biopharma operating models similarly encourages
- 𝗪𝗲𝗿𝗲 𝗲𝘅𝗰𝗶𝘁𝗲𝗱 𝘁𝗼 𝗮𝗻𝗻𝗼𝘂𝗻𝗰𝗲 𝗮 𝗻𝗲𝘄 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗩𝗶𝘃𝗮𝗻𝘁𝗶 & 𝗕𝗶𝗼𝘃𝗲𝗿𝗶𝘁𝗮𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀! 🤝 Today marks an exciting milestone as we join forces to bring together complementary expertise in pharmaceutical medicine, scientific excellence and innovative technology. By combining Bioveritas Partners' senior medical, scientific and compliance expertise with Vivanti's AI and digital technology capabilities, were creating new opportunities to support pharmaceutical teams in
- Every 2027 priority needs capacity from somewhere. ✂️ That sounds simple, yet Q4 planning often adds far more easily than it removes. A new AI workflow is approved. A capability programme is expanded. A commercial initiative gets another market. A digital platform moves into the next phase. A regulatory change creates additional work. Each decision may be sensible on its own. The pressure appears when the same teams are expected to absorb the new work alongside everything that already exists. McKinsey & Company has written
- Most companies can tell you what they learned from a 2026 programme. The harder question is whether any of those lessons have changed a 2027 decision. 🔍 Q4 brings the usual planning activity: priorities, budgets, sequencing, transformation programmes and capability investments. One useful input is often sitting much closer to home... What actually happened after this year’s initiatives met the organisation? A project can hit its launch date and leave months of manual work behind. A training programme can achieve excellent
- Every transformation programme can be green while the company is turning red. ⚠️ This is a risk worth looking for during Q4 portfolio reviews. Most programmes are governed individually. Each has its own resources, milestones, dependencies and measures of success. However, as a company - they experiences them all at once. A programme can therefore be properly resourced against its own plan while contributing to an overall level of change the business cannot realistically absorb. 📌 Three collisions are particularly useful to
- A manufacturing capability can be fully deployed on paper and still be a long way from operationally ready. 🏭 European policy continues to put greater emphasis on biomanufacturing capacity and medicines resilience. As investment follows, there is a practical question that deserves more attention: how quickly does new capability become reliable at site and operator level? Global teams can define excellent standards and processes centrally. Transfer into live environments introduces different roles, experience levels, local conditions
- A successful pilot can still be a failed investment. 🧪 In a recent joint workshop, European Medicines Agency and the European Commission discussed implementation of regulatory sandboxes under the revised EU pharmaceutical legislation. The formal mechanism is specific, but the discipline behind it is highly relevant to every organisation finalising a 2027 innovation portfolio. A good experiment has boundaries. It also has a decision waiting at the end. Many corporate pilots still answer the easiest question: can the technology do
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