Changing Face of Pharma Talent: AI & Digital Experts 

Welcome to Pharma Talks, the podcast where the host, Nataliya Andreychuk, CEO of Viseven, and her guests explore the pressing matters of healthcare, leadership, future pharma workforce, and healthcare innovation. 

The pharmaceutical industry is undergoing rapid transformation. Companies are rethinking operations, the importance of AI talent in pharma, and how they integrate technology to stay competitive.  

This episode’s guest is Steve Swan, CEO of The Swan Group Executive Search Firm. Steve specializes in connecting pharma and biotech companies with IT professionals, bridging the gap between technological expertise and industry needs. 

Steve explained that they would take on just any tech work for biotech companies in the early days. “Be careful what you wish for,” he joked, because technology touches everything — and now even people on the business side are deeply involved with AI.

Over the years, his team has worked with various clients, from small biotechs to major pharmaceutical companies. Interestingly, Steve pointed out that a “small” company might still have a billion-dollar valuation and around a thousand employees in this industry — just to give a sense of scale. 

Why Is It So Hard for Pharma to Attract Fresh Talent with AI and Digital Expertise Today?

Nataliya began the discussion by pointing out how the demand for AI and digital experts has exploded across industries — and pharma, despite its rapid transformation, seems to struggle to attract this kind of talent. She asked Steve whether recruiting AI professionals is difficult and whether the industry genuinely needs them. 

Steve replied that, yes, we absolutely need AI experts in pharma and life sciences.

If you think about the biotech lifecycle — from discovering a compound to years of experiments, data collection, and clinical trials — automating even small parts of that process could save enormous time and money. Even cutting a drug’s development timeline from ten years to nine would make a massive difference for both companies and patients. 

However, Steve admitted that recruiting life sciences AI talents isn’t easy. Tech companies tend to pay much more, so the people drawn to pharma and biotech are usually motivated by mission — the desire to improve lives — rather than by salary. He noted that this difference in motivation shapes the kind of talents the sector attracts. 

Steve explained that all AI and analytics depend on having clean, reliable, and well-organized data — “the gasoline for the engine.” Even when data comes from vendors, it still needs to be cleaned and standardized, especially in pharma, where regulatory agencies like the FDA demand perfection. 

Nataliya then brought up a broader trend: many pharma companies are restructuring and letting people go. She cited Novo Nordisk’s announcement to cut around 9,000 jobs — roughly 11% of its workforce — as part of a strategy to streamline operations and focus on core areas like diabetes and obesity. She also mentioned cuts to public health funding by DOGE, which have reshaped priorities across healthcare.

From one side, talent is leaving the industry. On the other hand, companies are hunting for pharma and life sciences AI experts and pushing automation. Are we moving toward a future where automation replaces more of the human work?

Steve agreed that automation is the “low-hanging fruit” for AI and is already being adopted across different parts of the business. He’s currently working with two companies that are actively shifting toward it. He believes AI will make people more efficient and reduce operational costs — especially in experimentation, clinical, sales, and marketing. He pointed out that companies like Novo Nordisk have seen fierce competition, and while revenues may be slightly down, automation can help maintain productivity and market share. 

Still, he doesn’t believe this means mass layoffs — at least not yet. “I think we’re a bit ahead of ourselves,” he said, noting that a few years ago, most biotechs had only one or two AI use cases. “Last Christmas, it was eight.” He emphasized that AI “is here to stay,” and the industry will keep integrating it carefully. But because everything in pharma touches human life, Steve warned that companies must validate every process and stay within strict guidelines — “we can’t afford to miss anyone.”

How Have Recruitment Strategies in Pharma Evolved as Experienced Professionals Shift Roles or Move into Consulting? 

Steve went on to describe how the types of roles and skills pharma and biotech companies are looking for have evolved. Over the years, he said, titles have come and gone — business analysts, business managers, and now “business partners.” But this latest trend feels different. 

According to him, companies today emphasize hiring digital pharma experts, the professionals who act as the crucial bridge between the business teams and the IT departments.

The business folks don’t want to talk bits and bytes all day. They want someone who really understands their world. At the same time, IT teams need someone who can speak their language and grasp the business context. 

The ideal business partner is fluent in both worlds. They help translate between teams, shape the roadmap, and guide priorities, because they understand what the business wants and what IT can realistically deliver.

“They’re embedded in IT but sitting at the strategy table,” Steve said. “They help bring that forward.” These hybrid professionals understand where AI fits in the bigger picture — not as a force replacing entire departments, but as a powerful tool to integrate smartly into how the company works. “It’s not about making AI the whole theme,” he added. “It’s part of what they do.” 

Shifting to AI recruitment in pharma, Steve noted that artificial intelligence has changed how companies approach life sciences hiring challenges, but not always in the right ways. Some organizations, he said, “have gotten out over their skis,” assuming AI can replace most of the work recruiters do.

AI can help make people more efficient. It can identify candidates and even help find some of the right profiles. But there’s still a big gap in the middle of the process — the human understanding part. 

Finding candidates and making an offer are only pieces of the puzzle. He said the nuanced middle — understanding qualifications, personality fit, and the company’s unique culture are missing.

Just AI scanning résumés isn’t enough. You still need interviews, real conversations.

Steve recalled that he might have declined one offer a year in the past. But recently, he’s heard from multiple companies struggling with candidates turning down offers or processes stalling after months of work. “It’s because none of the work in the middle is being done,” he said. 

He explained that when he handles a search, he keeps a constant pulse on both sides — knowing where the candidate stands, what’s a ‘yes,’ what’s a ‘no,’ and what’s a ‘maybe.’ “If I don’t have all these things,” he said firmly, “then I’m not helping the company or the candidate.” 

What Might the Future of Digital Teams in Pharma Look Like When Combining AI Experts, Digital Marketers, and Medical Professionals? 

Nataliya reflected on how the ongoing waves of digital disruption in pharma are reshaping the very nature of work. “It’s this middle ground — the human intelligence that AI can’t replace,” she said. In her view, the industry is moving away from clearly defined, siloed roles and toward more hybrid positions that blend business understanding with digital or technical expertise.

In the past, roles were very distinct, but now we see more people who can bridge IT and business.

She emphasized that companies increasingly want professionals who can operate in that space between people who understand strategy and systems and can help the two sides speak the same language. “AI & data is the new gold,” Nataliya said. “Those who really understand their data are the ones who will win — because they can make data-driven decisions and behaviors.” She suggested that the future lies in integrated teams, collaborative workflows, and truly data-driven organizations. Then she asked Steve whether he had seen the same thing happening in pharma, especially in commercial teams — whether marketing and medical expertise would continue to merge into new, cross-functional evolving pharma roles. 

Steve agreed and shared that he’s already seeing this shift take shape.

The first time I had a marketing opening that combined commercial and medical expertise was probably back in 2016. At the time, it was pretty unique. But now, that kind of hybrid role is becoming increasingly common. 

He added that this blending happens even faster in smaller organizations — partly out of necessity. “Because of their size, they have to push some roles together,” he said. Still, he sees this as a sign of where the whole industry is heading: a future where digital, scientific, and commercial expertise are no longer separated but integrated — working side by side to drive pharma industry innovation. 

Hot or Not? 

Nataliya wrapped up the conversation with a quick “Hot or Not” lightning round — short, punchy statements that Steve had to label on the spot. Here is how it went: 

Pharma layoffs are less about cost-cutting and more about making room for digital talent. Not.

Hiring ex–Big Tech engineers as a shortcut to accelerate pharma’s AI transformation? Hot.

AI making the classic medical rep role obsolete? Not.

Remote-first pharma teams out-innovating in-house ones? Hot.

Pharma’s regulatory “red tape” keeping top AI talent away? Hot.

Digital-native startups outcompeting traditional pharma for AI experts? Hot.

Pharma poaching digital pros from gaming and social media? Hot.

The next five years will bring a surge in “Chief AI Officer” roles? Hot.

Finally, AI talent demanding startup-style equity — and pharma having to say yes? Hot.

Wrapping Up 

As the conversation drew to a close, Nataliya thanked Steve for sharing his insights, noting that the future of pharma clearly depends on embracing digital transformation and attracting the right kind of AI talents in pharma. She highlighted the importance of what she called “the middle phase” — the human connection and understanding that bridges technology and business. 

She wrapped up the episode with a message to listeners: those building digital teams or trying to attract AI and tech professionals should stay adaptable and forward-thinking.

For more in-depth stories and real-world examples from Steve’s career, watch the full Pharma Talks podcast on the Viseven channel. Our team is already working on the next episode, so stay tuned for more exciting discussions and hot topics! 

---