Quality assurance specialist Ana Gabriella de Oliveira Alves inside Moderna’s new mRNA vaccine manufacturing facility in Laval, Que., where Canadian-made vaccine production is set for this year.Courtesy of manufacturer
Roger-Ketcha Ngassam is the manufacturing site head at vaccine maker Moderna Canada. Dr. Amine Kamen is a professor in the department of bioengineering at McGill University and program director of the Biomanufacturing Graduate Program.
Biomanufacturing (the use of living systems such as cells, microbes or enzymes to produce complex medical products such as vaccines and monoclonal antibodies) is entering a new era. The science is advancing fast, the tools are changing constantly and Canada is working rapidly to build more capacity at home.
As Canada invests in domestic production capacity to prepare for future health emergencies, one thing has become clear: building physical infrastructure is only half the challenge. The other half is talent.
So, what kind of talent does it take to keep up?
In today’s life sciences sector, the jobs aren’t static and the systems aren’t set – they’re evolving by the day. We’re building the future of science in real time. And that means hiring people who can grow with it: adaptable, curious and mission-driven individuals ready to learn and lead through change.
A few years ago during the pandemic, Canada recognized a gap in our ability to manufacture biologics at speed and scale. In response, the federal government launched the Biomanufacturing and Life Sciences Strategy. Investments helped expand infrastructure and accelerate innovation, from private-sector partners to academic labs. But one pillar stands out: workforce development. We need a steady pipeline of skilled, agile professionals to run and continuously improve the systems we’re building.
That’s already beginning to take shape. At McGill University, for example, a new Master of Engineering in Biomanufacturing was created in 2022 to help meet this challenge. Designed in collaboration with industry, the program blends classroom learning in bioprocessing, analytics and good manufacturing practices with hands-on experience through real-world internships. It’s a strong example of the kind of academia-industry partnership needed to keep Canada competitive in a fast-moving global landscape.
On the industry side, leaders have a dual responsibility: to hire wisely and to never stop training. That starts with mindset. While technical knowledge is essential, the best candidates bring values such as curiosity, humility and openness to feedback. They’re eager to grow and unafraid to ask questions.
Digital tools (especially artificial intelligence) can help accelerate that pipeline growth. Whether it’s streamlining onboarding, flagging process deviations or guiding on-the-floor decision-making, the right tech can make a steep learning curve feel manageable. More importantly, AI can be an equalizer. It helps employees from diverse backgrounds gain the same foundation, fast. It levels the playing field.
But tools alone won’t build a strong team. Culture does. That means looking beyond the resume. Does a candidate want to be part of something bigger? Are they drawn to the mission of supporting Canadian innovation and health security or simply the hype of working in biotech? That distinction matters.
It also means creating room for people to stretch. Some of your most impactful contributors may welcome the chance to take on informal “ambassador” roles, building skills in areas such as digital fluency, tech transfer or project management alongside their core work.
In global organizations, this can position Canadian employees to share insights and gain influence across broader networks. And sometimes it inspires movement in the other direction: one U.S.-based team member recently relocated to Moderna Canada to join the growing ecosystem here, reconnecting with his grandmother’s roots. That’s talent flowing in, not out.
Canada has a moment of opportunity. The choices we make – how we build, who we hire, how we train – will shape not just our response to the next health emergency, but our role in the global life sciences ecosystem. We won’t get there alone. Sustained progress depends on shared investment and accountability across academia, industry and governments. And in fostering a broader Canadian culture that values science and innovation.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at tgam.ca/leadershiplab and guidelines for how to contribute to the column here.