Outmaneuvering the Incumbent: How We Displaced an Industry Giant and Captured Tens of Millions in IRB Business

Overview

In the world of clinical research, long-standing vendor relationships and master service agreements can feel unshakable — especially when you're going up against an industry giant. But with a clear strategy, relentless execution, and trust-building across all levels of an organization, it’s possible to disrupt even the most entrenched partnerships.

This case study shows how I was able to shift tens of millions of dollars in IRB business away from a dominant competitor, even without an existing MSA, by positioning our IRB as a trusted and responsive alternative.

Client/Company Background

As a Director of Business Development at a mid-sized Central IRB based in Cincinnati, OH, I was responsible for expanding our footprint with large sponsors and global CROs in DE, PA, NJ and NY. Our biggest challenge? We were often up against a much larger competitor who already held long-term contracts and deeply embedded relationships with leadership, start-up teams, , and procurement.

It wasn’t uncommon to send dozens of emails or leave multiple voicemails without receiving a single response.

My Role & Sales Philosophy

I was new to the IRB industry, but not to strategic sales. With no prior biases about how things “should” be done, I built a personal sales system grounded in research, discipline, and high-integrity persistence.

Some colleagues felt I was “making them look bad” due to my intensity — but my focus was always on creating opportunities, not protecting comfort zones. After all all, I had something to prove to my employer….and myself!

Actions Taken

1. Built Detailed Account Plans:

I created custom account plans for every target company:
- Company overview, organizational structure, and recent developments 
- Mapping key stakeholders: senior leaders, functional influencers, and end users 
- Reviewing pipeline data by phase and therapeutic focus 
- Identifying any prior interactions or IRB submissions we had handled

2. Engaged the Organization at Every Level:

Rather than rely solely on top-down outreach, I pursued a multi-level approach:
- Executive level (VPs/SVPs): To align with strategic priorities and budgets 
- Director level: To identify internal champions and decision influencers 
- Operational level (study start-up associates and managers): To understand day-to-day pain points and build grassroots support

3. Delivered Value Before the Ask:

Instead of pitching right away, I offered relevant insights:
- Sent updated IRB guidance or FDA notes tailored to their pipeline 
- Shared best practices from similar therapeutic areas 
- Offered to help navigate regulatory bottlenecks they might be facing

4. Showed Up In-Person When It Mattered:

Whenever possible, I arranged face-to-face conversations — whether at conferences or informal office visits. These interactions built rapport and accelerated trust-building in ways that email could not.

5. Compete With Integrity and Professionalism
I never said anything negative about competitors or made disparaging remarks about their services. Instead, I sold on our company's values and the tangible value our services delivered. This approach allowed prospects to make informed decisions about how we compared, while positioning us as a trustworthy alternative they could confidently recommend internally.

6. Practiced Strategic Patience 
I understood that displacing a legacy vendor wasn’t a short-term win. I stayed visible, relevant, and respectful — even when met with silence. I knew that when something eventually went wrong with their incumbent, I needed to be the first call they made.

Results & Business Impact

Within 18–24 months, the strategy paid off:

- We gained full access to accounts that had been closed off for years 
- Several sponsors shifted 100% of their IRB work to us 
- We gained a number of new MSA’s and oftentimes achieved preferred status without an MSA by proving our value through performance 
- We captured millions in new revenue from some of the top CROs and sponsors in the industry

A senior executive at a major CRO summed it up perfectly:
“You’re the most persistent non-pain-in-the-ass BD person I’ve ever worked with. You’ve earned our trust — and now, our business.”

Key Takeaways for ACG-Clinical Clients

1. Strategic Planning Drives Strategic Wins 
Account planning isn’t a formality. It’s the difference between generic outreach and true relevance. The better you know your buyer, the more likely you are to be heard.

2. Play the Long Game — and Be Ready When It’s Your Turn 
Trust isn’t built overnight. But if you show up consistently with value and integrity, your prospects will remember you when their current partner stumbles.

3. Trust Is Earned at Every Level 
Winning a deal requires more than executive buy-in. You have to earn the respect of the people doing the work — the study managers, regulatory leads, and coordinators who feel the real pain when a vendor underperforms.

4. Sales opens the door, but operations and regulatory expertise close the deal. Throughout this journey, our operations and regulatory teams were the secret weapon that converted prospects into clients. When complex regulatory questions arose, they provided authoritative answers. When prospects wanted to understand our processes, they demonstrated our capabilities with confidence and clarity. The best BD strategies leverage internal subject matter experts to build credibility and deliver on promises. Sustainable revenue growth happens when every client touchpoint reinforces both relationship value and technical competence.

Final Word

This experience reflects the approach ACG-Clinical brings to every engagement. Whether it’s lead generation, sales strategy, or account development, I don’t just “go through the motions.” I build the kind of commercial foundations that can displace giants — even when the odds are stacked.