Shivani Nadarajah never expected to work in human resources. For a decade, her career focused on supply chain, sourcing steel for wind turbines—a role that took her across continents before she transitioned into people management. The change was intentional. When the opportunity to move into HR presented itself, she seized it, finding her professional fit in the process.
Her decade outside HR continues to influence her leadership approach today. Rather than treating talent strategies as isolated policies, Nadarajah—now Senior Director of Human Resources for APAC at Cytiva—views people management through operational needs. “You need to understand the context before you can really manage and support HR strategies, and that even goes for here at Cytiva,” she says.
The scope of her role contrasts sharply with outdated HR models. Cytiva operates across over 40 countries with more than 15,000 employees, and APAC’s diversity requires tailored solutions. Nadarajah serves as a bridge, translating global priorities into regional strategies while ensuring local perspectives remain central. She maintains frequent engagement, whether through travel or virtual platforms, to incorporate regional insights into headquarters decisions.
Her leadership centers on capability-building rather than dependency. “My goal is to [ensure they do] not need me in the future and really build that expertise and that capability here,” she says with a smile. In a region where technical skills are strong but communication confidence often lags, she prioritizes helping professionals articulate their strengths. she asks. These abilities are becoming essential as organizations expand globally, requiring cross-functional and cross-cultural collaboration.
APAC’s rise reshapes biopharma talent demands
APAC’s growing influence in biopharma is reshaping talent demands. The region now represents one of the industry’s fastest-growing areas, driven by increased investment, expansion, and demand for healthcare innovation. Nations like Singapore, India, and South Korea have transitioned from supporting global innovation to leading it. India’s biosimilars sector, for instance, is expanding access to affordable treatments, creating both opportunities and workforce challenges for regional companies.
“It’s a great time to be in biotech,” she says. However, workforce readiness remains uncertain. Many organizations respond to talent shortages by accelerating hiring, but she dismisses this approach as ineffective.
At Cytiva, internal mobility addresses this gap. More than 60% of positions are filled internally, allowing employees to gain diverse experiences across functions. For Nadarajah, career progression isn’t about climbing a traditional ladder but accumulating varied experiences. “It’s not, ‘How fast can I climb the ladder? It’s, ‘How many different experiences can I get as I move through my career?'” Exposure to different challenges prepares leaders to handle uncertainty, a skill increasingly critical in the industry.
Discussions about workforce development in biopharma now routinely include artificial intelligence. While debates often center on job displacement, Nadarajah frames the conversation differently. Preparing talent for this shift is becoming a priority.
APAC professionals already demonstrate strong technical expertise. The next focus is developing skills that technology cannot easily replicate, stakeholder management, communication, and influence.
As hiring practices evolve, technical knowledge remains vital, particularly for graduates in biotechnology, biomedical science, and bioengineering. Yet distinguishing traits now extend beyond technical proficiency. Nadarajah seeks candidates who demonstrate resilience in change, comfort with ambiguity, and adaptability. Many roles once followed predictable patterns, but today’s environment demands flexibility.
Regional workforce challenges demand tailored solutions
Cytiva’s APAC operations span markets with distinct labor conditions. In Singapore, the workforce is highly skilled but often struggles to balance rapid industry growth with work-life demands. India’s biosimilars expansion has created demand for technical roles, though regional companies face mid-career attrition as professionals seek better compensation or career opportunities. South Korea’s life sciences sector, while advanced, confronts an aging workforce and cultural preferences for stability over frequent job changes.
Nadarajah’s team adapts strategies to these variations. In India, Cytiva collaborates with local universities to align curricula with emerging biopharma needs, ensuring graduates enter the workforce with relevant skills. In Singapore, efforts focus on retention through flexible work arrangements and leadership development programs to address high turnover in competitive markets. These adjustments are integrated into Cytiva’s global talent frameworks, ensuring regional considerations shape broader policies rather than being treated as exceptions.
AI’s integration into biopharma operations is accelerating, but its impact lies in redefining work processes rather than eliminating jobs. Routine tasks like data analysis, lab protocols, and drug screening are increasingly automated, allowing professionals to concentrate on strategic decision-making. However, the required skills extend beyond technical proficiency. Cytiva’s APAC teams now emphasize training in cross-functional collaboration, where employees must integrate insights from engineering, regulatory affairs, and commercial teams to advance projects.
AI redefines roles, human skills stay essential
Speakers included Shivani Nadarajah alongside Dr. Lee Wei Jie, Head of Digital Innovation at Cytiva Asia Pacific, and Priya Kapoor, Director of Talent Acquisition for the region. The session explored how AI is reshaping skill requirements while preserving the human element in biopharma operations. Attendees discussed case studies where AI tools enhanced decision-making without replacing human judgment, reinforcing the need for professionals who can interpret and apply technological outputs effectively.
During the summit, Nadarajah highlighted Cytiva’s internal mobility program as a key strategy for future-readiness.
These results directly informed the company’s 2025 talent strategy, which includes expanded AI training modules and cross-functional rotation programs for mid-career professionals.
The survey also uncovered regional differences in skill priorities. Cytiva responded by launching localized upskilling initiatives, such as India’s “Biosimilars Leadership Academy” and Singapore’s “Global Collaboration Lab,” designed to address these specific needs.
Nadarajah’s approach to leadership reflects these changes. She recently led a pilot program where senior managers in APAC spent three months working in frontline operations, including lab rotations and customer service interactions.
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