Andrew Cooper, CEO, CluePoints, explores how AI is transforming clinical trials, the power of a purpose-driven culture and what it takes to lead with innovation and teamwork
Interview by Jade Williams
What led you to join the field of clinical research technology?
My degree was in pharmacology, which got me into drug research and development. I majored in the use of algorithms and databases to search the human genome for new inwardly rectifying potassium channels, which sparked my interest in technology.
What I really enjoy is where those two things meet: how can we leverage technology to improve the drug development process? As a kid who struggled with an undiagnosed and poorly treated skin condition, I was always interested in how the pharmaceutical industry could develop better treatments, faster.
I could have applied my interests in science and technology across various industries. I chose clinical trials because of the direct connection to improving people’s lives through new therapies.
Where do you see the greatest challenge or untapped opportunity in clinical trials right now?
The adoption of AI is both the biggest opportunity and the biggest challenge to current working practices. I see opportunity everywhere, but it gets really exciting when you bring AI into clinical development.
Companies need to actively embrace these tools to drive faster innovation and improve organisational efficiency, rather than be bogged down by time-consuming manual tasks. We’ve identified multiple situations internally where AI has reduced both internal and external costs. It’s worth experimenting with this technology and seeing the results.
As a company and as a CEO, these new technologies are not something to fear — we need to seize the opportunities on offer.
What is a key challenge CluePoints has faced as a company, and how are you approaching it?
At CluePoints, we constantly need to drive product innovation and thought leadership to best serve our customers. The AI tools I mentioned earlier are lowering the competitive bar by enabling faster software development and raising customer expectations for us to innovate more rapidly.
We’ve got to embrace this new era of AI — both as a company and within our products. We’re doing that by turning artificial intelligence into human intelligence, and by focusing not just on software applications but on broader uses that help our business grow and adapt.
What are your non-negotiables when it comes to leadership?
The way I run my leadership team is as a team — not a collection of individual leaders. Everyone has a responsibility to lead their function, but when we meet as a leadership team, you leave your function at the door. We’re here to lead the company, and we need to work as a collective team, not as a fragmented or siloed group.
What does a great company culture look like to you?
A great company culture should be inclusive and ensure everyone is working towards the same goals for the benefit of customers and the business itself.
I think there are two simple questions: “Are you enjoying your work?” and “Are you having fun?” If the answer is yes, you’ve probably got something right culturally. Of course, there will always be challenges and deadlines, but fundamentally, if people are enjoying their work, they’ll be more productive and committed.
