Christopher M. McSpiritt
Life Sciences Technology Leader
I’m Director, Portfolio Development Platform at CSL Behring. I’ve worked on these decisions from three sides: shaping clinical product strategy at Veeva, advising pharma teams at CGI, and now working inside a sponsor.
CGI / Paragon Solutions
I started as a consultant implementing clinical systems. By the time I led the six-person practice, I was deciding how we scoped engagements, which methods our consultants used, and how we oversaw delivery across several clients at once.
Veeva Systems
A new product line needed a clear definition of its market and customers. I sized the opportunity, defined the customer profiles, and set the positioning our sales team would use to introduce OpenData Clinical.
Domino Data Lab
I built the market model and launch playbook for Domino’s life sciences business. I took that work to industry analysts, alliance partners, and practitioners in the SCE Coalition.
I'm most useful where strong domain expertise or strong technology needs tighter translation between clinical reality, technology decisions, AI opportunity, and execution.
Market and product strategy, clear positioning, and the planning to turn it into execution — built so complex eClinical and AI-enabled work is easier to understand and easier to act on.
Turn AI/ML capabilities into credible use cases, adoption paths, and outcomes grounded in clinical workflows, data realities, and regulatory expectations.
Deep context across clinical operations, clinical data management, regulatory compliance, and AI/ML for drug development — so strategy reflects real workflows, not generic frameworks.
Translate eClinical platform capability into adoption, expansion, and roadmap decisions, with hands-on experience across Vault Clinical Operations, CDMS, and AI-enabled clinical workflows.
Stand up executive governance programs, run strategic relationships, and align clinical, technology, and business stakeholders around a single direction and long-term outcomes.
Build and lead high-performing strategy teams, run analyst briefings to validate market positioning, and develop thought leadership through industry events and practitioner communities like the SCE Coalition.
Read my LinkedIn articles2026 – Present
Full-time · King of Prussia, Pennsylvania, United States · Hybrid
Lead technology strategy, platform modernization, and AI-enabled transformation across portfolio development at CSL Behring. Partner with business and scientific leaders to translate priorities into scalable, governed capabilities that support clinical development and informed decision-making.
My work spans AI-enabled analytics and decision support, generative AI for protocol digitization and statistical analysis plan authoring, and clinical data ingestion to improve data quality, accessibility, and analytical readiness. Across these initiatives, I bring together product strategy, delivery, adoption, and governance, with human review, traceability, and validation built into the workflow.
I also own strategy and lifecycle management for clinical data repositories, statistical computing environments, and modeling and simulation platforms, working across technology teams, Quality, and external partners to balance innovation, operational reliability, and regulatory requirements.
2024 – 2026
Full-time · Remote
Lead life sciences strategy for Domino Data Lab, shaping go-to-market, product direction, and executive positioning across pharmaceutical, biotech, and clinical research organizations. Focused on helping life sciences companies modernize R&D through governed AI, scientific compute, statistical computing environments, and enterprise-grade analytics infrastructure.
Defined Domino’s life sciences market strategy, including priority segments, ICPs, TAM/TOM/SOM analysis, revenue projections, and account targeting frameworks. Built the GTM playbook across messaging, sales enablement, thought leadership, campaign strategy, and partner positioning.
Partnered with product, sales, services, marketing, and customer success to translate market and customer insight into product priorities, strategic offerings, executive engagement models, and long-term account expansion programs.
2019 – 2024
Full-time · Radnor, Pennsylvania, United States · Remote
2023 – 2024
Built the go-to-market strategy for OpenData Clinical, a new clinical data product, from scratch. Defined target market, buyer personas, use cases, competitive positioning, and sales enablement. Partnered with finance on revenue projections and with Product Management as the market-facing voice translating customer data architecture needs into roadmap priorities.
2022 – 2023
Promoted to lead strategy for the full Veeva clinical suite, expanding scope from Clinical Operations to include Clinical Data Management (EDC and CDB) across the SMB segment. Built and managed a team of 5 strategists covering sales enablement, prospect education, and customer governance across hundreds of pharma and CRO accounts. Developed market-specific messaging across the combined product lines and served as the strategic subject matter expert on deals alongside Account Executives.
2019 – 2022
Joined as the strategic lead for the clinical operations suite (eTMF, CTMS, Study Startup) across the SMB segment, supporting two dozen sales reps and hundreds of accounts. Educated prospects on Veeva's value proposition, developed market-specific messaging and enablement materials, and trained the sales team on positioning and competitive differentiation. Guided Product Management on eTMF roadmap priorities by translating field insights and prior consulting experience into product direction.
2017 – 2019
Full-time · Plymouth Meeting, PA · Hybrid
Continued leading the Life Sciences R&D consulting practice following CGI’s acquisition of Paragon Solutions, managing a team of six consultants and delivering strategy, process optimization, and technology advisory services for pharmaceutical and life sciences clients.
2012 – 2017
Full-time · Plymouth Meeting, PA · Hybrid
2015 – 2017
I was promoted to Director and took on people management, leading a team of 6 consultants while continuing to oversee engagement delivery and drive business development. I provided thought leadership at client workshops on clinical operations transformation and continued developing practice offerings and consulting methodologies.
2014 – 2015
I was promoted to oversee client engagements as project sponsor, shifting from hands-on delivery to portfolio-level governance. I designed and developed the practice's consulting service offerings to address emerging market needs in clinical operations. I also took on a larger business development role, leading proposal development, RFP responses, project scoping, and commercial negotiation.
2013 – 2014
I expanded into business development alongside my ongoing delivery work, taking on lead identification, proposal development, and RFI/RFP response. I delivered strategy, business architecture, and process optimization engagements for clinical operations clients across pharma and CROs.
2012 – 2013
I managed clinical system implementation and strategy engagements (eTMF, CTMS, Study Startup, Study Portals), serving as both project manager and business analyst. I led requirements elicitation, stakeholder workshops, and current/future state process analysis for clients.
2005 – 2012
Full-time · Conshohocken, PA · On-site
2010 – 2012
I led strategic internal and client-facing initiatives, including the enterprise implementation of SharePoint as both an intranet and the client-facing Clinical Trial Portal platform. I established formal project management and business analysis methodologies across IT and operational PMOs, partnered with Product Management to translate client requirements into product roadmap and strategy, and supported presales activities including proposal development, scoping, and client demonstrations.
2009 – 2010
I managed a team responsible for creating and validating web-based clinical portals and software solutions. I defined business and technical requirements and liaised with development teams through delivery. I maintained SOPs and quality documentation to ensure SDLC compliance and audit readiness.
2007 – 2009
I managed a team delivering web-based portals, websites, and training solutions for pharmaceutical clients. I led client requirements gathering, project execution, and stakeholder management.
2005 – 2007
I managed the Learning Management System and delivery of online training to end users. I created the project management methodology for training deployment.
University of Notre Dame