Meade’s time as the business chief at DTRA also coincided with a culture clash within the agency, one confirmed by three other people familiar with the agency who declined to speak on the record. DTRA had hired several people with experience at private pharmaceutical companies who were used to killing programs that were going nowhere and spending money on promising ones.
The new arrivals wanted to drive products through early trials and to always be shipping. Older employees wanted to focus on publishing research and securing academic prestige. “When you work with a group of scientists who believe that the best thing that they can do is have a published paper, you’re not going to get a lot of productivity when it comes to pharmaceuticals,” says Meade. “Published papers are important in that line of work, but that seemed to be more important to them than anything else.”
The people with pharma experience, she says, in turn failed to show the patience necessary to work in any government agency. “Frequently, what [government contracting officers] were requesting was ridiculous,” she says, “but you know what, you just do it.” One trick to federal contracting, she explains, is to know when not to fight.I dunno, I'm relatively skeptical.