How Syngene International CFO Deepak Jain is Navigating Growth and Innovation in the Biotech Frontier

Ahead of a pivotal moment for biotech services, we sat down with Deepak Jain, Chief Financial Officer of Syngene International, to explore how the company is steering its financial strategy through a shifting global landscape. From managing multi‑hundred‑million‑dollar investments in cutting‑edge research and development (R&D) infrastructure to integrating AI‑driven processes, Deepak shared his perspectives on balancing agility with long‑term vision, the evolving dynamics of the sector, and the leadership principles that underpin Syngene’s drive for growth and innovation.

Below are the edited excerpts from the conversation:

Q. Your organisation operates at the intersection of scientific innovation and complex global markets. How do you align your financial strategy with the agility required to support R&D and manufacturing in biotech and pharma?

Deepak: We are operating in a volatile macroeconomic environment shaped by evolving biotech funding, geopolitical factors like the Biosecure Act and global supply chain realignments. To stay agile, we adopt a dual approach: a long-term strategic foundation complemented by short-term tactical flexibility. Over the years, with over USD 700 million invested in capex, our strategy balances capacity building in our Contract Research Development and Manufacturing (CRDM) operations with capability enhancements in research, particularly in emerging modalities. Our strong balance sheet encourages us to allocate capital carefully toward technologies and sectors poised for growth. The key focus remains on enabling agility, strengthening forecasting, and creating a collaborative, integrated organisational structure.

Q. What are the evolving realities shaping your sector, particularly from an Indian standpoint?

Deepak: Globally, the CRDMO industry is valued at around USD 160 billion. India’s share is modest despite its vast potential. Large pharmaceutical companies are facing patent cliffs and are increasingly outsourcing to manage costs and refocus investments. This trend, along with a shift away from a China-centric supply chain, creates tailwinds for the Indian market. On the biotech front, firms often operate with limited capital and lean infrastructure, which aligns perfectly with Syngene’s ability to offer end-to-end services from discovery through development. However, while the opportunity is vast, the macro landscape remains unpredictable, requiring a balanced, calibrated approach.

Q. You’ve worked across tech, consumer goods and now biotech. What practices have you successfully integrated into your current financial framework?

Deepak: Each industry has its own rhythm; its own heartbeat. Understanding this is essential to designing effective capital allocation and investment strategies. At Apple, simplicity was key. In the EV space, I learned the value of focusing deeply on core strengths. These lessons inform how I approach Syngene; by ensuring processes aren’t over-engineered, staying agile and building scalable financial infrastructure. Moreover, aligning tools with the scale and complexity of each sub-business, be it ERP systems or analytics platforms, remains vital.

Q. How are you leveraging technology to optimise financial processes at Syngene?

Deepak: Technology is a foundational enabler. We’ve moved from manual processes to advanced analytics and automation. Our finance teams now rely heavily on data for decision-making. AI tools have been selectively embedded into our platforms when maturity and business relevance align. We’re also undergoing a digital transformation, what some call 4.0, to modernise internal processes. Technology must never be an impediment; it should accelerate smarter, faster decisions.

Q. What are your top three priorities for Syngene in the next 2–3 years?

Deepak: Growth is crucial. The global market offers enormous headroom and Syngene, currently at around half a billion dollars in revenue, must scale. Second, we’re enhancing customer experience; whether that means faster delivery, higher quality, or improved client engagement. Lastly, disciplined capital allocation across CRO and CDMO segments is critical. These investments, including acquisitions like those in Baltimore and Unit 3, are strategically aimed at capturing large molecule opportunities, the fastest-growing segment in our space. We’re also focused on building team capabilities suited for this next phase of growth.

Q. What financial strategies underpin your recent acquisitions and their integration?

Deepak: Our financial strategy is geared toward removing growth bottlenecks and ensuring strategic investment. Take the Baltimore site; acquired for USD 36.5 million, but with an additional USD 10-15 million earmarked to develop the supporting ecosystem. We ring-fence early-stage investments, ensure compliance and operational readiness and gradually integrate them into our broader growth engine.

Q. Your team spans finance, legal, and supply chain. How do you foster collaboration across such diverse functions?

Deepak: It starts with a shared purpose. Regardless of function, everyone at Syngene works toward common goals. Each team brings domain expertise to the table, and mutual respect is essential. For example, during our Baltimore acquisition, all stakeholders sat together to co-create solutions. My role is to ensure alignment and facilitate an environment where diverse expertise converges into unified action. Clarity of objectives drives this cohesion.

Q. Having led through hypergrowth at Ather Energy and global expansion at Apple, what leadership principles guide your current role?

Deepak: Trust and empowerment are at the core. A leader cannot be omnipresent, so it’s vital to build a team of individuals who are smarter than oneself and then trust them. This prevents bottlenecks and accelerates execution. In addition, aligning people around a shared vision and higher purpose energises them. Hiring right, empowering effectively, and fostering purpose-driven culture; these are the non-negotiables. Talent is not just acquired; it must be nurtured, enabled and upskilled to sustain long-term success.