Some of the Most Consequential Conversations in Life Sciences
Some of the most consequential conversations we have with life sciences clients start with a request that does not have an obvious answer. It might involve:
- Adapting an existing structure for a life sciences facility.
- Incorporating materials not typically considered suitable.
- Fitting process equipment into a building not designed for it.
- Completing critical work around active operations.
The scale of the project does not always reflect its complexity. A tightly contained renovation inside an operating facility can carry more execution risk than a much larger new build. Challenges may include:
- Active utility systems.
- Fixed shutdown windows.
- Rethinking fundamental aspects of the facility's construction.
Any of these situations may impact a project’s goals if solutions are not developed early. For manufacturers, this could mean missed production windows or unavailable capacity. In a research environment, it can disrupt studies that depend on continuity.
For life sciences owners, these challenges demand a technical builder with:
- Field experience.
- Technical depth.
When ‘Impossible’ is Really an Unresolved Constraint
At DPR Construction, we recently encountered this with a long-time client pursuing an ambitious sustainability goal: using wood in and around a manufacturing environment, a material not typically considered for this type of facility.
Our initial reaction was hesitation. How do we incorporate material into an environment where we have been trained to treat it differently? We had to consider cleanability, operations, and long-term performance to make it work.
The client trusted us with an idea that challenged convention. It required technical depth, curiosity, and a willingness to question conventional methods. Our job was to understand the risks and find a way to make it operate effectively.
The same mindset applies to less unusual challenges. Equipment, utilities, structure, quality requirements, and field conditions are all interconnected. On a complex project, different people may have insights into different aspects of the solution. The builder must understand these connections well enough to help the team focus on the actual driving factors of execution.
Getting the Right People Involved Early
There is a lot at stake in these decisions. According to EY's 2026 Biotech Beyond Borders report, industry leaders have pledged over $370 billion toward U.S. manufacturing.
On a biomanufacturing project, seemingly basic details like confirming a vendor’s equipment dimensions and utility requirements can significantly affect:
- Structural loading.
- MEP routing.
- Equipment installation.
Late information can force the team to solve problems in the field, which could have been addressed more efficiently during planning.
Integrated delivery methods help keep these conversations connected. Designers, trade partners, equipment vendors, facilities teams, and builders can collaborate and address implications as the design develops, rather than passing information from group to group as the project progresses.
Field knowledge is also essential to this process. With self-perform capability, there is a direct connection to how work will be staffed and installed. Labor assumptions can be validated against market realities. Constructability questions can be discussed with those who understand the installation process. If the original approach needs to change, there is more information available to make an informed decision.
The value lies in introducing these types of questions and potential solutions early enough to mitigate risks and ensure successful project outcomes.