A Conversation with Dirk Lange and Sam McElroy
At this year’s DCAT Week in New York City, conversations across the pharmaceutical services industry focused heavily on growth, talent, operational strategy, and the evolving demands facing CDMOs.
During the first day of the event, Sam McElroy from The Metric Podcast Network’s CDMO Career Stories sat down with Dirk Lange, CEO of Pyramid Pharma Services, to discuss his career journey, leadership philosophy, and the future of talent within the CDMO industry.
The conversation explored how operational experience shapes executive leadership, why cultural fit matters more than resumes, and how pharmaceutical organizations can continue building strong teams in an increasingly competitive market.
Dirk also shared insights from his experience working on both the CDMO and innovator sides of the industry, the impact COVID had on the pharmaceutical talent landscape, and why compassion remains one of the most important leadership traits for 2026 and beyond.
Below is the full interview transcript from DCAT Week 2026.
The Metric Podcast Network Interview with Dirk Lange
Sam McElroy, Metric Podcast Network:
Welcome to CDMO Career Stories, part of the Metric Podcast Network. The careers that shape the CDMO and biopharma industry rarely follow a straight line. This show is about the people behind them.
Every episode, we sit down with senior leaders and commercial practitioners to talk about the decisions that define them, how they build and lead high-performing teams, how they win business, and where the talent landscape is heading next.
We’re here in New York on day one of DCAT 2026, and I’m joined by Dirk Lange, CEO of Pyramid Pharma Services.
Dirk, thanks very much for joining us. It’s a busy week and the first day of DCAT, so I appreciate you taking the time.
For anybody who may not be familiar with you or Pyramid Pharma Services, can you tell us a little about who you are and what you do?
Dirk Lange, CEO, Pyramid Pharma Services:
Sure. I joined Pyramid Pharma Services two years ago and took over from the founder, who started the business in 1988 and ran it for 36 years.
When I joined, he shook my hand and said, “The next 36 years are on you.”
I’ve spent roughly 30 years in the industry building and leading contract services and CDMO organizations.
Sam McElroy:
What originally drew you into the CDMO industry?
Dirk Lange:
I wouldn’t necessarily say I chose it. It evolved naturally over time.
I started through an apprenticeship program in Germany when I was 17 years old. It was a combination of hands-on operational work and formal education, which gave me exposure to many different aspects of pharmaceutical manufacturing.
Over time, I realized I genuinely enjoyed the industry and the opportunities it created.
Looking back now, I honestly don’t think I could have chosen a better career path.
Sam McElroy:
You also spent time on the innovator side at Novartis before returning to the CDMO world. What did that experience teach you?
Dirk Lange:
It was extremely valuable because it allowed me to walk in the shoes of our clients.
On the CDMO side, you experience changing forecasts, fluctuating demand, and all the operational challenges that come with supporting clients.
But sitting on the innovator side gave me a much deeper appreciation for how launch forecasts are actually built and the amount of uncertainty pharmaceutical companies are managing internally.
That perspective helps tremendously when working with clients today.
At the same time, I’m very happy to be back in the CDMO space because there’s something exciting about constantly improving how we create value for clients.
Sam McElroy:
You’ve spoken a lot about operational leadership throughout your career. How important is operational experience for executive leadership?
Dirk Lange:
For me, it’s extremely important.
I grew up on the shop floor in sterile fill-finish operations. I ran fill lines, loaded lyophilizers, and spent years directly involved in manufacturing.
I think clients appreciate when leadership understands what’s actually happening operationally.
When we discuss tech transfer strategies, process validation, or manufacturing execution, I can visualize how those activities are going to happen on the floor.
I also encourage everyone in the organization — including finance, commercial, and proposal teams — to spend time in operations.
I don’t just want people walking through the hallway during a site tour. I want them observing the process and understanding what truly goes into delivering for clients.
Sam McElroy:
When it comes to hiring and building teams, what matters most to you beyond the resume?
Dirk Lange:
By the time candidates speak with me, I already assume they are qualified enough to do the job.
What I focus on is fit.
That includes cultural fit, personality fit, and whether somebody will truly thrive in a fast-paced CDMO environment.
This industry moves quickly. There’s never really a dull moment.
I’m very transparent during interviews about the realities of the role, including client escalations, shifting priorities, and high-pressure situations.
The reaction people have to that honesty tells me a lot about whether they’ll succeed.
Sam McElroy:
Have you learned any important hiring lessons throughout your career?
Dirk Lange:
Absolutely. Like anyone who has been in leadership long enough, I’ve made some hiring decisions that ultimately weren’t the right fit.
One of the biggest lessons was learning not to rely too heavily on external references and instead trust my instincts more.
Sam McElroy:
How do you balance internal development versus bringing in external talent?
Dirk Lange:
My first priority is always identifying people internally who have the ability and desire to grow. I love promoting from within because it shows employees that hard work and engagement create real opportunities.
At the same time, organizations also benefit from bringing in outside perspectives and industry best practices.
It’s really about balance.
Sam McElroy:
How has the talent landscape changed throughout your career?
Dirk Lange:
The biggest shift was pre- and post-COVID. Competition for talent has intensified significantly across every level of the industry.
And I’m not just talking about executive leadership. There’s also a shortage of qualified operators, technical experts, and experienced manufacturing personnel.
Even with automation and AI, the industry still needs great people to run and lead organizations.
Sam McElroy:
Have hybrid and remote work changed company culture?
Dirk Lange:
Yes, I think they have. There are certainly benefits to remote work and expanded access to talent, but some positions truly benefit from in-person collaboration.
We work hard to make sure remote employees don’t become disconnected satellites. That includes regular on-site collaboration, onboarding, company events, and bringing people together beyond just transactional meetings.
Culture cannot exist through emails alone.
Sam McElroy:
What motivates you most today as a leader?
Dirk Lange:
Building an organization where talented people can work together, grow together, and create meaningful value.
Everybody in this industry works incredibly hard, and it’s rewarding to see teams succeed while also delivering exceptional outcomes for clients.
Sam McElroy:
What’s the best leadership advice you’ve ever received?
Dirk Lange:
A former boss once told me before entering an important conversation to pause at the door and think about the three toughest questions I might be asked.
That advice stayed with me because it taught me to prepare beyond the obvious and think through different perspectives before making decisions.
Sam McElroy:
What’s one leadership trait every industry leader should have in 2026?
Dirk Lange:
Compassion. If you take care of your teams and build strong organizations, it ultimately translates into client success as well.
Sam McElroy:
Is there a recent book or resource that has influenced your thinking?
Dirk Lange:
One book I revisit often is The Hard Thing About Hard Things. Leadership often requires making decisions during periods of uncertainty.
If you wait until you feel completely comfortable making the decision, it’s probably already too late.
Sam McElroy:
Dirk, thank you again for joining us during DCAT Week.
Dirk Lange:
Thank you. I appreciate the opportunity.
Key Takeaways from the Conversation
Throughout the discussion, several themes consistently surfaced around leadership, operational excellence, and the future of talent within the CDMO industry.
Dirk Lange emphasized the importance of operational experience in executive leadership, explaining how firsthand manufacturing knowledge creates stronger decision-making and deeper client understanding. The conversation also highlighted the growing importance of company culture, particularly as organizations continue adapting to hybrid and remote work environments.
Another major focus was the increasingly competitive pharmaceutical talent market following COVID, especially as continued manufacturing investment drives demand for experienced operators, technical experts, and leadership talent across the industry.
Throughout the interview, Dirk repeatedly returned to the value of developing strong internal teams, promoting from within, and building organizations rooted in compassion, adaptability, and long-term partnership.
For Pyramid Pharma Services, the conversation reinforced the company’s continued focus on operational excellence, people-first leadership, and delivering long-term value for clients through strong collaboration and strategic growth.
If you would prefer to watch the full podcast interview on YouTube, you can view the video here.
Frequently Asked Questions: The CDMO Industry
What does Pyramid Pharma Services do?
Pyramid Pharma Services is a full-service sterile fill-finish CDMO offering development, clinical manufacturing, commercial supply, and device assembly services for vials, syringes, cartridges, and lyophilized drug products.
What leadership qualities are most important in the CDMO industry?
According to Dirk Lange, operational understanding, compassion, adaptability, and strong cultural leadership are essential qualities for leaders operating in today’s fast-paced pharmaceutical services environment.
Why is operational experience valuable for pharmaceutical leadership?
Operational experience helps leaders better understand manufacturing realities, client expectations, process execution, and how strategic decisions impact teams on the manufacturing floor.
How has the pharmaceutical talent landscape changed after COVID?
The industry continues facing increased competition for skilled talent across manufacturing, technical operations, and executive leadership roles. Hybrid and remote work have also changed how organizations approach culture and collaboration.
About Pyramid Pharma Services
As a full-service CDMO, we have the technical, regulatory and scientific expertise to flexibly meet our pharma and biotech partners’ needs at every point in their drug development and fulfillment process. With a high degree of specialty in parenteral biologics, we offer the breadth of services needed to progress drugs throughout the development and distribution lifecycle. Learn more here.