By Owen Buzy
At a recent CRB-hosted panel discussion on the future of onshore manufacturing in life sciences, the conversation centered around the dramatic wave of investment flowing into domestic production. More than $290 billion has been committed across the U.S. to build new facilities, expand capacity, and bring critical manufacturing capabilities back onshore. For life sciences companies, this is a moment of opportunity—but it’s also a moment of reckoning.
Because while the capital may be there, the people to build and run these facilities are not.
Over the course of the event, executives and experts from leading CDMOs, biopharma companies, and facility developers spoke candidly about what’s working—and what isn’t—when it comes to getting these ambitious projects off the ground. The message was clear: talent is the biggest barrier to progress.
“Talent is probably the single biggest challenge ahead of us—not just to build and start up these facilities, but to operate and maintain them long term.”
— Nick Casale, Ultragenyx
One panelist recounted hiring over 1,000 people in a single year to staff an autologous cell therapy site. Another noted the challenge of building teams from scratch in regions with little to no legacy biotech infrastructure. Even large companies, with deep pockets and brand recognition, are finding it difficult to recruit, train, and retain the skilled professionals needed to meet their operational goals.
This isn’t just a temporary pain point—it’s a systemic issue, and one that will define the success or failure of many onshoring efforts over the next decade.
The Workforce Gap Is Real
While onshoring efforts are often portrayed in terms of infrastructure and investment, the reality on the ground is much more human. It’s about whether there are qualified operators to run a fill-finish line. Whether local colleges are graduating students with the technical chops to work in GMP environments. Whether there are enough automation engineers to run highly robotic cleanroom operations. Whether companies can attract experienced leaders to relocate for new site buildouts in secondary markets.
A visual shared during the event laid bare just how significant the moment is: over $291 billion in manufacturing investments have been pledged by major players like Johnson & Johnson, Roche/Genentech, Bristol Myers Squibb, and Eli Lilly. These aren’t speculative figures. They’re commitments to build, expand, or modernize bio/pharma manufacturing capabilities in the U.S. The scale of this growth is unprecedented. So is the challenge of finding the talent to support it.
The workforce challenge isn’t just about filling open roles. It’s about reimagining talent strategy from the ground up.
Recruiters and workforce partners have a critical role to play in this next phase of life sciences growth. Companies need not only help sourcing talent but also strategic guidance on what skills are transferable, what markets have depth, and how to build internal career pathways that reduce turnover and improve long-term retention.
CDMOs, In-House Builds, and the Talent Tug-of-War
The event also revealed an interesting dynamic playing out between CDMOs and biopharma companies building their own facilities. CDMOs are growing rapidly, winning contracts from both small and large drug developers, and often need to hire for flexibility and a staff who can adapt to multiple client products and shifting timelines.
On the flip side, companies that choose to invest in their own manufacturing need to recruit end-to-end teams: process engineers, facilities staff, QA/QC professionals, regulatory experts, and more. These companies often face more difficulty finding qualified talent in volume, particularly if they are building in regions without an established biotech cluster.
Both models require different recruitment approaches. And both are contending with the same macro trend: a scarcity of experienced, GMP-ready talent and rising competition for candidates at every level.
Culture and Mission Still Matter
While many conversations around workforce strategy focus on compensation, the panelists agreed that culture and mission may be even more important.
Companies that emphasize their impact on patients, that tell compelling stories about the science and the people behind it, consistently do better at attracting and keeping talent. Mission-led organizations, especially those working in rare diseases and advanced therapies, reported high retention rates despite being located in competitive job markets.
“You’re not just recruiting a person, you’re recruiting a family. That has to be part of your talent strategy.”
— Chris Frew, Workforce Genetics
For recruiters, this underscores the importance of going beyond the job description. It’s not just about what the role is. It’s about why it matters, who it helps, and what kind of impact it allows a candidate to make.
Building the Pipeline, Not Just Filling Roles
There was also a resounding call to think long-term. Several speakers discussed the need to invest in local workforce development by partnering with high schools, technical programs, and universities to create pipelines into life sciences roles.
“If you’re bringing a new facility onshore, it’s never too early to plan—define your budgets, define your equipment, and start building your workforce pipeline.”
— Jamie Hagarty, CRB
Some companies are launching apprenticeships or working with regional training labs to upskill workers from adjacent industries. Others are doubling down on internal development—training lab technicians into QA roles or helping operators move into project management or regulatory functions.
In a talent-constrained market, companies that invest in developing their workforce, rather than just buying it, will have a distinct advantage.
The Takeaway for Talent Leaders
Onshoring is happening. Facilities are being planned. Ground is being broken. But the people who will make these facilities run aren’t always there. At least not yet.
For talent acquisition professionals, search firms, and internal hiring leaders, the implication is clear: there is no business strategy without a talent strategy. And in this moment of transformation, those who understand the workforce landscape, build flexible hiring models, and partner with clients for the long haul will be essential players in the life sciences industry’s next era.
If you’re working to scale your team, or help your clients scale theirs, we’re here to help. Reach out to Workforce Genetics to learn how we’re building pipelines, placing leaders, and driving workforce strategy for the future of life sciences.