Delay is not abstract. Every weak handoff or slow vendor decision compounds into real programme cost.
Estimated from Tufts CSDD (2023) and Applied Clinical Trials data — direct operational costs for Phase II/III programmes, converted to GBPWhy CVC
Vendor selection is one of the few trial-execution risks sponsors can control early.
Clinical development is full of external variables, bad luck, and execution drag. Sponsors cannot control every site, patient, or operational shock — but they can control who they trust to deliver. CVC exists to give sponsors a structured place to start, reduce avoidable risk early, and build more confidence in study startup and execution from the outset.
- Vendor selection One of the few early decisions teams can actually control
- Cleaner shortlists Structured evidence gives a more defensible starting point
- Investor confidence Better vendor logic supports stronger startup conviction
The cost of getting it wrong
What's at stake when vendor decisions are rushed.
When timelines slip, investor confidence and commercial expectations are affected as well as operations.
Indicative composite — includes lost patent life, delayed revenue, and opportunity cost. Varies by therapeutic area, programme stage, and drug profile.Fragmented vendor choices create friction early. Cleaner vendor architecture reduces startup burden.
Complex studies need fewer surprises in delivery. Vendor choice becomes a control point, not admin.
What CVC changes
The decision context sponsors need — packaged and structured.
Separate public-source context from platform-reviewed evidence — no more generic market scans.
Support stronger vendor discussions before the shortlist is locked.
Move from vendor list to defensible shortlist with structured data behind every choice.
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