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Happy New Year! To kick off 2026 strong, we’re featuring one of the handful of voices in the life sciences who get to see the industry from above — across companies, geographies, technologies, and generations of professionals: ISPE’s President and CEO, Mike Martin.
Mike sits at the intersection of pharmaceutical engineering, manufacturing, workforce development, and global collaboration. He doesn’t just observe where the industry is headed — he helps shape the standards, conversations, and talent pipelines that will define pharma for the next decade.
That’s why this conversation matters. Our own Nick Capman had the pleasure of sitting down with Mike for a unique discussion about what’s changing inside pharma organizations right now, and what those changes demand from the people working inside them.
It’s a refreshingly grounded look at how automation, AI, global operations, and evolving learning models are already reshaping engineering, manufacturing, and leadership roles — and why many organizations are still preparing their workforce for a world that no longer exists.
Mike draws on nearly four decades in the industry, including decades of global leadership experience and his current role leading ISPE’s worldwide community, to offer a clear-eyed perspective on what skills endure, which ones are fading, and where leaders need to rethink how they develop, inspire, and retain talent.
If you’re responsible for building teams, modernizing operations, or preparing your organization for what’s next heading into the new year, this is a conversation worth your time.
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Mike’s key insights and recommendations
If you’re short on time, here are the standout lessons from the conversation:
Pharma is entering an industrial revolution, and the workforce must evolve with it. Mike describes today’s moment as “Pharma 4.0™,” a term coined by ISPE, drawing parallels to automation cycles seen earlier in industries like automotive manufacturing. Robotics, advanced automation, and AI are increasingly taking on repetitive and manual tasks, fundamentally changing what engineers and operators do day-to-day. As roles shift, so do skill requirements. Teams can’t afford to wait and react after the fact.
Reskilling isn’t enough. The industry must start pre-skilling. Beyond retraining existing employees, Mike argues that the industry must actively influence educational pipelines to make sure future talent is prepared before entering the workforce. This means closer collaboration with academic institutions and a more intentional approach to curricula that align with real manufacturing and operational needs.
Character still trumps knowledge. Some qualities never lose relevance. Integrity, curiosity, collaboration, and trust remain foundational regardless of how advanced technology becomes. Mike emphasizes that character enables learning: people with the right mindset can close knowledge gaps over time, while technical skill without character erodes trust and influence.
Deep expertise matters, especially in an AI-driven world. While AI can accelerate work, Mike cautions that deep technical understanding is what allows professionals to recognize when AI outputs are wrong. Automation doesn’t eliminate the need for expertise; it raises the bar for it. Organizations still need people who are truly deep in their disciplines, not just broad generalists.
The ideal pharma professional is both a specialist and a leader. Mike pushes back on the idea that professionals must choose between technical depth and leadership. The most effective contributors are deeply knowledgeable in specific domains and trusted voices who can influence decisions, communicate clearly, and understand business implications alongside technical ones.
Adaptability is now a core job requirement. Drawing on decades of experience with evolving control systems and automation, Mike underscores a simple truth: skills expire. Engineers and operators who cling to yesterday’s expertise risk being left behind. Adaptability, curiosity, and a willingness to learn what’s next are no longer optional.
Innovation and compliance aren’t opposites. Rather than viewing quality and compliance as constraints on innovation, Mike argues the opposite: the right innovations make quality and compliance stronger. Automation in aseptic operations, for example, has dramatically improved sterility assurance and regulatory robustness. Innovation should be seen as a path to better outcomes, not a risk to be avoided.
Learning must change how it’s delivered. Traditional, long-form training models are giving way to bite-sized, modular learning. Mike compares the shift to Netflix’s evolution from mailed DVDs to streaming: people increasingly consume knowledge in short, focused segments that fit into real work and life rhythms. Organizations that don’t adapt risk losing engagement, especially with younger generations.
Global teams require humility, not assumptions. Having led diverse teams across more than 25 nationalities, Mike stresses that technical excellence alone doesn’t guarantee success. Leaders must seek first to understand cultural perspectives, avoid assumptions, and create space for multiple viewpoints. Diversity of thought is a competitive advantage, but only if it’s respected and leveraged.
Professional organizations play a critical role in talent development. At ISPE, Mike sees the organization’s mission as advancing the quality of human life through knowledge sharing, community, and innovation. By bringing together practitioners from more than 120 countries, ISPE helps accelerate learning, spread best practices, and build the global talent pipeline the industry depends on.
One thing to bring back to your team
Audit how your organization prepares people for change. Identify one role being reshaped by automation or AI, then ask: Are we reskilling reactively — or intentionally preparing people ahead of time?
Break learning into smaller, more accessible formats, and ensure deep technical understanding remains central, not optional.
Mike Martin is President and CEO of ISPE. He brings more than 35 years of experience in the pharmaceutical industry, having held senior leadership roles in engineering, operations, and project management across global manufacturing environments. His experience spans dry product manufacturing, aseptic manufacturing, API manufacturing, and delivery device manufacturing, with leadership of major capital projects in the United States, Puerto Rico, China, and Ireland. Prior to becoming President and CEO, Mike served on the ISPE International Board of Directors and the ISPE Foundation Board and has been a long-standing ISPE member.
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