Understanding Advanced Biotechnology Commercialization, Pt 3

Part 3 – Project Execution

By Mark Warner, PE, Founder, Warner Advisors LLC, Special to The Digest

In the second release of the Understanding Advanced Biotechnology Commercialization series, the mechanics of taking the detailed concept and turning it into steel in the grounds was covered, culminating in a facility that is ready to be started up and put into long-term production. This is both an incredibly rewarding and challenging time for a new technology company, as it reflects a change from discovery to implementation. It does not mean the company will cease from innovating, but the research function and production operations will be separate entities with very different goals.

This organizational change in focus is often as challenging as its technical hurdles. What makes a good scientist and researcher is a drive for discovery and unwillingness to accept any constraints, other than the laws of thermodynamics. This is often the DNA make up that allow brilliant people to discover concepts missed by others. Most researchers are motivated by the challenge, and thrive in a rapidly changing landscape. By contrast, what makes a good production process is predictability and reliability. The knowledge that you have a very high probability of success in making your product on time and at the cost you projected. This comes from structure and standard procedures, where most good operations staff thrive.

If these two worlds seem different, they are. Both are valuable and critical for long term success in their own way, but when the worlds collide, it can make for big problems. Making the cultural transition is a must for commercial success.

From a technology standpoint, understanding the detailed process to bring the process online in a safe manner, proving product quality and ramping up to nameplate capacity is critical to the ultimate success of any technology. This final installment of the series will cover engineering and construction of a first-of-a-kind commercial scale biotechnology. It will answer common questions including:

• How long it is likely to bring my new process online and then ramp up to nameplate capacity?
• We are going to hire a new team of operators to run the plant, how do we train them to operate a new and complex technology?
• What is commissioning and how does it differ startup?
• I have heard stories of companies having struggles bringing new facilities online, what should we expect in the way of problems we will need to deal with?

This series is intended for anyone who is working to take a new technology from the bench/pilot stage to a commercial operation. This includes engineers, scientists, management and investors, anyone who will benefit from a detailed understanding of the process before they begin. The in-depth review of start-up and operation can be found here:

About the author

Mark Warner is a registered professional engineer with 30 years of experience in process commercialization, focusing for the last 10 years on taking first-of-a-kind-technologies from bench-top to commercial operation. He has worked for four companies who have held the #1 spot in biofuels digest’s top company list, in a range of advanced biotechnologies including biodiesel, cellulosic ethanol, phototrophic algae, heterotrophic algae and innovative food products. He is the founder of Warner Advisors, providing consulting services and acting in interim engineering leadership roles for advanced bioeconomy clients. He can be reached at [email protected] or visit www.warneradvisorsllc.com.