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What Makes a Deal Strategic, And What Doesn’t

  • Writer: Sarah Sink
    Sarah Sink
  • Aug 3
  • 3 min read

Every business development team wants to “go after strategic deals.” But let’s be honest, how often do we pause to define what that actually means?


Too often, “strategic” gets confused with “big,” “high-profile,” or “new modality.” And while those attributes might play a role, a truly strategic deal is less about size and more about fit for your team, your business model, and your long-term goals.


It’s not about chasing every shiny object. It’s about choosing the right ones to chase.



A Strategic Deal Isn’t Just a Good Opportunity; It’s a Good Fit


In CDMO business development, we’re often under pressure to bring in revenue, fill capacity, and grow accounts. But the difference between a strategic deal and a short-term win often comes down to three things:


  1. Can we support this program well, given our current and near-future resources?


  2. Does this project align with where we’re going as a business and not just where we are?


  3. Will this client relationship open up more value over time or stretch us thin from day one?


Sometimes, the answer is yes. But other times, the “strategic deal” turns into a resource drain, a misaligned partnership, or a team headache that never quite delivers on its promise.


That’s not strategy. That’s scope creep disguised as growth.


Strategic Fit: The Non-Negotiable Filter


Let’s break down what strategic fit really means in a CDMO context. It’s not a buzzword; it’s a working filter. It helps you prioritize:


  • Therapeutic area or modality alignment

  • Tech transfer feasibility and internal capability

  • Project size that matches capacity planning windows

  • Geographic/regulatory alignment with facility strengths

  • Client working style that matches your execution model


When you have strong strategic fit, the proposal process flows faster, the kickoff runs smoother, and the relationship builds naturally because you’re both working toward a compatible goal.


When strategic fit is missing? You feel it in every handoff, every meeting, every internal escalation.


What Strategic Isn’t


Let’s call out a few common traps that can look strategic but aren’t:


  • “They’re backed by top-tier VCs.” Great, but does the program fit your model?


  • “It’s a hot modality and great for visibility.” Will it tie up your experts for 12 months?


  • “We don’t have this capability yet, but we can probably figure it out.” At what cost?


These situations may feel exciting, but they often require bending internal processes, borrowing SME bandwidth from other programs, and hoping operations can fill in the gaps.


That’s not resilience. That’s risk.

The most strategic deals aren’t the flashiest, they’re the ones that create repeatable success for both sides.



How to Align BD and Operations on What’s Strategic


Even the best BD professionals can’t define “strategic” in a vacuum. It has to be a shared definition with the delivery team.


That means regular pipeline reviews, candid feedback on past project strain, and mutual agreement on what a strong-fit client looks like.


Some questions I recommend aligning on:


  • What types of deals have led to successful long-term clients in the past?

  • Where have we stretched too far and what did it cost?

  • Which upcoming capabilities or expansions change our definition of “strategic” in the next 6–12 months?


When BD and ops share this lens, you stop selling what you can’t support and start closing what you can excel at.


Preparing for a BD interview or career move? My “Top 10 Questions You Need to Be Ready to Answer in a BD Interview” download can help you articulate what strategic fit really means and how you evaluate partnerships, not just chase revenue.



Strategic Means Sustainable


At the end of the day, a strategic deal is one that helps you grow without eroding your core.


It energizes your team instead of exhausting them. It supports your future positioning instead of pulling you off course. And it opens the door to more value without closing others behind it.


So, the next time you’re in a deal review, ask the question plainly:


Is this a strategic fit or just a good-looking stretch? Because knowing the difference is what turns BD from reactive to intentional.

The best BD professionals don’t just chase what’s possible. They qualify what’s sustainable. If that’s the kind of partner you want to be, check out “Ask Smarter, Close Sooner,” the course built for CDMO BD leaders ready to think long-term.



For more insights and personalized support in navigating the biotech-CDMO landscape, visit my website: www.yourpharmagirl.com and follow Your Pharma Girl on LinkedIn. Whether you need strategic guidance, tailored BD solutions, or expert advice on building lasting partnerships, I’m here to help you and your team succeed at every stage of development.

 
 
 

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