Every team is doing its part. Nobody is running the whole.
Opyflow leads and resets the projects regulated manufacturers find hardest: plant start-ups and scale-ups, tech transfers and site moves, integrations, and programmes whose dates no longer hold. Senior operators take the seat nobody holds, running the whole programme across functions, sites and companies, through to output at rate and a result in the P&L.
For pharma, medical device, aerospace and chemical manufacturers, where validation, change control and inspections sit on the critical path.
Our view
Most late projects are late on paper long before anyone says so. A programme that slips usually gets a new plan, a bigger PMO and more people. In our experience each of these makes it later.
Services
Each service runs as advice to your team, as delivery leadership beside it, or with our person in the operating seat. What we never do is hand over a report at the door.
An independent read on why the dates stopped holding, including trust and coordination between teams. Then a plan the steering committee can believe, and someone to lead the reset. If the honest answer is to stop, you hear it from us first.
Both results on this page were resets.
Stage gates that include validation and change control, one picture of progress and dependencies every team can see, and benefits tracked by name until Finance sees them in the P&L.
From engineering handover to stable output at rate. Materials, suppliers, people, systems and validated processes ready on the day the line or the filing needs them.
A product, a line or a whole site moved while customers keep receiving orders. Dual running, supplier requalification, inventory build and regulatory variations run as one plan.
The operational half of the deal: Day-1, the first hundred days, and synergies sized bottom-up and counted when they reach the P&L, expected and realised shown apart.
A senior operator takes the programme seat until your hire lands. The handover date is agreed on day one.
· Realised result: an integration where a European parent and its Israeli team did not trust each other and worked in very different styles. We broke the work into small streams with few people and their own milestones, moved the critical decisions to the front, and gave both sides the same picture. Day-1 landed on time, five months after we were called in, and the company delivered the quarter's sales.
· Realised result: a first cell-therapy BLA where every function was doing its part and nobody was running the path to submission. We showed each team who was waiting on its work. The BLA was filed on the planned date.
Somewhere in your programme there is probably a decision that has waited too long, and a team waiting on another without anyone saying so.
How a reset runs
Sound familiar?
FAQ
Two or more of these: milestones missed again and again, re-plans that don't hold, a budget overrun with no credible forecast, a sponsor who has stopped believing the dates, teams that no longer trust each other's updates, and a real status people discuss in corridors and leave out of reports. More effort on the old plan rarely helps at that point.
About two weeks. We review the plan, status history, risks, budget and contracts; interview the sponsor, the team, key suppliers, QA and Finance; and check what is finished and accepted. You receive findings, the decision you need to make, and our recommendation.
No. Engineering firms design, build and qualify the facility, and validation partners execute the protocols. We lead the programme around them and the readiness of everything else: supply, materials, people, systems, and the plan that ties them together.
About Opyflow
Opyflow is an operations and supply chain consultancy, founded in 2019, working with manufacturers in regulated and high-complexity industries. Offices in Kiryat Ono, Israel and Melbourne, Australia; projects across Israel, Europe, the US and India. The senior person you talk to is the one who does the work.
Describe the situation to the senior person who would do the work. You don't need to prepare data for it, and if we are not the right firm, we will say so.