CHDR's strategy for 2025-2030

‘The previous CHDR strategy was set to run until 2025, so it was time to revisit and renew our direction,’ says Prof Geert Jan Groeneveld, CEO of CHDR. ‘The timing is ideal, as it coincides with the moment we took office as the new Board of Directors’, says CFO Anouk de Jong. ‘It's a good opportunity to reflect on our achievements and to look ahead, building on the strong foundation that has been established over the past decades.’

CHDR will maintain its focus on the key therapeutic areas that continue to align with market needs. The organisation will also maintain its efforts in Infectious Diseases and Immuno-Oncology, new fields introduced in the previous strategy, that have shown promising developments.

Additionally, CHDR will consolidate and expand collaborations established in recent years. A key development is the new unit, CHDR Twente in the east of the Netherlands, which will strengthen ties with the University of Twente.

The new strategy, developed in close collaboration with the management team and approved by the Supervisory Board, focuses on three main objectives: enhancing CHDR’s brand awareness, strengthening operational support for research directors, and investing in clinical operations.

CHDR aims to strengthen its global brand awareness, with a particular emphasis on the U.S., where most of our clients are based. 'The U.S. is, of course, a leader in pharmaceutical and biotech innovation. We have built strong partnerships with several U.S.-based companies, but we are still something of a well-kept secret in the industry. That needs to change', says Groeneveld. Expanding activities, such as studies with the NeuroKit®, may also contribute to greater brand visibility.

CHDR’s scientific excellence and innovative methodology offer substantial value to pharmaceutical and biotech clients. While research directors play a pivotal role in client engagement, their operational involvement in study execution limits their capacity for strategic outreach. By enhancing operational support through senior staff, research directors will gain the flexibility to develop novel research approaches that align more closely with evolving market needs.

For CHDR to remain at the forefront of early clinical research, attracting and retaining the right talent is essential. Human resource management is therefore a critical factor in an organisation’s success. The same applies to IT infrastructure and operational efficiency, covering everything from study planning and recruitment to execution and data processing. De Jong: ‘There was strong agreement within the management team that reinforcing our internal capabilities, particularly in IT, is essential for meeting future challenges, which includes the integration of artificial intelligence.’