Lead With Intention: Best Practices for CDMO Business Development That Converts

Sarah Sink
May 6
4 min read

Updated: Jun 2

In a competitive CDMO landscape, strong sales pipelines aren’t built on luck, they’re built on intention, consistency, and asking the right questions, even when they’re uncomfortable. Whether you're supporting biologics, sterile injectables, or small molecules, the principles of high-quality lead generation remain consistent.

Below, I’ll walk through some best practices and field-proven tactics to help CDMO business development professionals develop and qualify better leads, increase conversion rates, and position themselves as strategic partners, not just vendors.

1. Start With Clarity: Know What a “Qualified Lead” Looks Like

Many BD teams mistake “activity” for “progress.” Downloaded a white paper? Visited your booth? Sure, those are touchpoints but not leads.

A qualified lead for a CDMO typically has:

A current or upcoming need in your modality or service area
A clear internal champion or decision-maker
Budget (or at least credible funding signals)
An active project timeline
A pain point that your CDMO is well-positioned to solve

Before you fill the funnel, define your version of a high-quality lead, aligned to your facility’s capabilities, risk appetite, and strategic priorities.

2. Diversify Your Sourcing Channels

A healthy lead funnel isn’t overly dependent on any one source. The most successful BD professionals diversify across:

Inbound: Organic content, webinars, SEO-driven landing pages, and clear CTAs in thought leadership
Outbound: Targeted email outreach (customized, not canned), LinkedIn engagement, and warm intros via existing clients or investors
Event-Based: Trade shows, investor meetings, and scientific conferences can work if you pre-plan whom to meet and follow up with speed
Referral Networks: Your clients talk to other biotechs, so build the kind of experience they’ll want to refer

3. Master the Art of Probing Questions

Too many BD calls sound like a capabilities monologue. Shift the spotlight to your prospect. Use every call to uncover what really matters.

Here are some probing questions I’ve found to be effective:

Scoping:

“What is your intended timeline for moving this program forward?”
“What scale are you targeting, and are there known scale-up challenges we should anticipate?”
“Do you have a geographic preference for manufacturing or supply chain?”

Pain Points:

“If you’re currently working with another CDMO, what’s working, and what isn’t?”
“What internal pressure points are you facing? Is it timelines, tech transfer, batch consistency, and/or regulatory prep?”

Decision Process:

“Who will be involved in the selection process, and what are the key decision criteria?”
“How quickly are you looking to make a decision, and what might stall that process?”

The Uncomfortable (But Necessary) Funding Questions:

“Is the project fully funded through key milestones?”
“How do you see fundraising impacting your timeline or partner selection?”
“Would engaging now help support your investor conversations?”

Don’t shy away from these. Good prospects appreciate transparency, and asking these early can save both parties time and frustration.

4. Be Willing to Disqualify (But Leave the Door Open)

It’s tempting to hold onto every name in the CRM, but real pipeline health depends on knowing when to walk away.

If a lead is:

Unwilling to discuss timelines, decision criteria, or funding
Has misalignment with your facility’s capabilities or scale
Is just “fishing” with no urgency or intent

It’s okay to mark them as unqualified for now. But that doesn’t mean the door is closed.

One question I always ask when disengaging from a lukewarm lead:

“Do you mind if I check back in with you in 3 months to see if anything has changed?”

This keeps the relationship alive, shows respect for their timeline, and gives you a reason to re-engage without starting cold.

5. Map the Buying Journey and Match Your Follow-Up

Every lead is somewhere on a continuum:

Not aware → Educate with top-of-funnel content
Curious → Offer credibility: case studies, regulatory track record, etc.
In selection mode → Provide tailored proposals and technical access
Ready to sign → Remove friction and make contracting smooth

A mistake I see often: BD reps treat all leads like they’re ready to transact. Instead, match your outreach to where they actually are.

6. Keep It Human and High Value

Yes, CDMO services are technical. But this is still a human business. Decision-makers remember how you made them feel, not just what you pitched.

Ways to stand out:

Respond quickly. Especially if a biotech is under pressure.
Follow up after rejection. “Thanks for the transparency. If things change, I’m here.”
Offer a warm intro to someone in your network who could help, even if there’s no deal for you.

Helpfulness scales trust. And trust shortens sales cycles.

Final Thought: Lead Generation Is a Long Game and a Reputation Game

In CDMO BD, many deals unfold over 3–12 months. Some even longer. The best business development professionals understand that you’re not just filling a pipeline, you’re building a reputation. Every interaction is either increasing or eroding your future credibility.

That means:

Being consistent — follow up when you say you will.
Being realistic — don’t oversell timelines or capabilities.
Being valuable — educate, connect, and listen.

The goal isn’t to partner with every project. The goal is to be the first call when the need arises because you asked the right questions, treated them with respect, and stayed in the picture.

So, play the long game. Plant seeds now that become partnerships later. And remember, in this business, people talk. Make sure what they say about you earns you the next opportunity.