Why I Cringe When I Hear “We Won the Deal”

Sarah Sink
May 6
3 min read

Updated: Aug 3

Let’s Stop Saying We “Won” the Deal...

The language we use in business development reflects our mindset and shapes how we show up as partners. Here’s why I’ve stopped saying “we won” when a new program comes in the door.

There’s a phrase I used to say often when a new program moved forward with us: “We won it!”

Simple enough. It felt natural, shorthand for a lot of hard work, aligned priorities, and a team effort. But over time, I’ve learned that “winning” isn’t the right word. In fact, I’ve stopped using it altogether.

Not because I’m trying to be overly precious with language, but because the words we use matter, especially when we’re trying to build lasting partnerships in a space as high-stakes and complex as drug development.

Here’s why I believe it’s time for our industry, especially those of us in BD, CMC, and leadership roles, to retire “win” from our vocabulary when talking about new work.

It’s the Beginning, Not the End

When a sponsor selects your team to develop or manufacture their program, it’s not a finish line, it’s the starting gate.

From that moment on, the work gets harder. Relationships deepen. Decisions become weightier. Risks get more real.

Describing that as a “win” can subtly signal the opposite: a conclusion, a victory lap, something that’s already done and dusted. But the reality is, you’ve just signed up to stand shoulder-to-shoulder with your partner as they bring a therapeutic through a volatile, high-cost, often unpredictable process. There’s nothing “won” about it yet.

Collaboration Has Just Been Initiated, Not Cemented

At the point of deal execution, you haven’t delivered anything yet. Trust is still early. Communication rhythms haven’t been tested. And the inevitable bumps in the road, delays, deviations, and disagreements are still ahead.

So, when we say, “we won it,” it suggests a transactional mindset: one team got what they wanted. But strong sponsor-CDMO relationships aren’t transactions; they’re built on shared priorities, mutual understanding, and repeated follow-through.

That takes time. That takes humility. That takes a willingness to evolve from vendor to collaborator.

Execution Is Where Everyone Wins

There is a place for the word “win.” It just doesn’t come at the start.

The real win is months down the line, when batches are successfully released, timelines have been protected, and risks have been managed transparently and together. That’s when the sponsor wins because their program is moving forward. That’s when the CDMO wins because they’ve built a reputation for reliability, not just salesmanship.

But if you treat the signature as the win, you risk shifting focus away from where value is truly created: execution. And in our industry, execution is everything.

“Winning” Implies There’s a Loser

Here’s the other problem with the word “win”: if one side wins, does the other side lose?

In reality, no. Sponsors don’t lose by awarding work to a CDMO. CDMOs don’t lose by helping a small biotech achieve clinical success.

But the language of “winning” makes it sound like a game. And in games, someone always loses.

This mindset can show up in subtle but corrosive ways: teams withholding information to protect leverage, celebrating contracts more than outcomes, or viewing change orders as “wins” instead of problem-solving moments. That’s not the posture of a partner; it’s the posture of a competitor. And it’s not how lasting relationships are built.

Better Language Builds Better Mindsets

So, what do I say now?

I’ve replaced “we won the deal!” with phrases like:

“We were selected!”
“We’re moving forward together!”
“We’ve kicked off a new partnership!”
“We’re supporting a new program!”

It’s subtle, but intentional. These phrases center on collaboration, not conquest. They reflect that both parties made a choice. They point toward the work ahead, not the work behind. And they reinforce what matters most: building something together that can withstand challenges and deliver for patients.

Words Shape Culture and Culture Shapes Outcomes

In business development, the language we use doesn’t just describe our mindset, it shapes it. And if our language centers around winning, it can narrow our thinking to short-term goals, internal praise, and surface-level success.

But if our language centers on collaboration, execution, and mutual commitment, it keeps us grounded. It reminds us that our job isn’t to “win” the deal. It’s to earn the trust, again and again, by showing up as true partners.

So, the next time you hear “we won the deal,” pause and ask: What did we actually win? And how do we make sure everyone comes out ahead?