When to Bring in an SME (and When It Actually Hurts the Deal)

Sarah Sink
Jan 6
4 min read

One of the most important judgment calls in business development happens quietly, often without a playbook.

Do you bring in a subject matter expert now, or do you wait?

Handled well, looping in an SME builds instant credibility and accelerates trust. Handled poorly, it can overwhelm the sponsor, derail the conversation, or expose gaps before the opportunity is ready.

The best BD professionals understand that this decision is not about ego or hierarchy. It is about timing, context, and protecting the integrity of the relationship.

Here is how experienced BD leaders think about when to bring in an SME and when holding back is the smarter move.

The Role of BD Is Not to Be the Expert

Let’s start with a mindset shift.

Your job in business development is not to replace the scientist. It is to guide the conversation, understand the business and program context, and bring the right expertise in at the right moment.

Sponsors do not expect you to have every technical answer. They expect you to know when deeper expertise is required and how to facilitate that discussion effectively.

When BD tries to play the role of the SME, credibility erodes quickly. When BD acts as the connector, credibility compounds.

Why it matters: Clarity of role builds confidence on both sides. Sponsors trust partners who know their lane and manage it well.

Bring in an SME When the Question Has Real Consequences

One of the clearest signals that it is time to involve an SME is when the answer will directly influence scope, timeline, risk, or cost.

If a sponsor is asking questions that could materially change the proposal or the feasibility of the program, guessing or generalizing is risky. That is the moment to pause and say, “This is a great question, and I want to make sure we give you the right answer.”

Bringing in an SME at that point shows maturity, not weakness.

Why it works: You protect accuracy and trust. Sponsors would rather wait for the right answer than receive a fast but incomplete one.

Hold Back When the Conversation Is Still High Level

Early discovery calls are about understanding drivers, not solving technical problems.

If the sponsor is still exploring options, aligning internally, or trying to articulate what they need, introducing an SME too early can shift the conversation in the wrong direction. It can turn discovery into a deep technical dive before the business context is clear.

At this stage, your role is to listen, ask smart questions, and help the sponsor frame their needs.

Why it works: You preserve momentum. Early conversations should feel accessible and strategic, not overwhelming.

Bring in an SME When the Sponsor Asks for Depth, Not Just Detail

There is a difference between curiosity and commitment.

When a sponsor starts asking layered questions, referencing prior experience, or comparing approaches across CDMOs, that is often a signal they want depth. They are no longer browsing. They are evaluating.

That is the moment when an SME adds real value by engaging directly, clarifying tradeoffs, and demonstrating how your team thinks.

Why it works: SMEs shine brightest when the audience is ready. Their expertise lands when the sponsor is engaged, not when they are still orienting themselves.

Hold Back to Protect the SME and the Relationship

Not every conversation deserves an SME’s time.

If a sponsor is vague, unprepared, or clearly early in their process, looping in technical experts too soon can create frustration internally and externally. It can also set expectations that the opportunity is further along than it actually is.

Strong BD professionals protect their SMEs by being selective. They ensure that when technical experts join, the conversation is focused, respectful, and productive.

Why it works: It preserves internal trust and ensures SMEs show up energized, not skeptical.

Set the SME Up for Success

When you do bring in an SME, preparation matters.

Context is everything. Share the sponsor’s goals, concerns, and decision drivers ahead of time. Clarify what the sponsor is hoping to learn from the conversation and what decisions may follow.

This allows the SME to engage strategically rather than reactively.

Why it works: A well-prepared SME does more than answer questions. They reinforce partnership and confidence.

The Bigger Picture

Knowing when to bring in an SME is one of the clearest markers of BD maturity.

It requires judgment, restraint, and confidence in your role. The best BD professionals are not measured by how many experts they bring into a call, but by how effectively they orchestrate the right conversations at the right time.

When you manage that balance well, sponsors feel supported, SMEs feel respected, and deals move forward with clarity instead of friction.

If you want to strengthen how you manage discovery, internal alignment, and the handoff between BD and technical teams, my course Ask Smarter, Close Sooner was built for business development professionals in CDMOs. It provides practical frameworks for guiding conversations, looping in SMEs strategically, and building trust from first touch through close.

For more insights and personalized support in navigating the biotech-CDMO landscape, visit 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 am here to help you and your team succeed at every stage of development.