Whether you’re working with a sponsor, negotiating a training program budget, or engaging with regulators, negotiation in the therapeutic goods sector is a core professional skill. It’s rarely about “winning” or “losing”—instead, it’s about understanding shared objectives and exchanging value thoughtfully.

Tim Boyle, CEO of ARCS, reflects on how sector professionals can achieve more effective results by preparing and engaging with intention. Drawing on lessons from negotiation practice, here are five key strategies to keep in mind.

1. Clarify the Value You Offer

Every negotiation begins with recognising what matters to each side. Whether you’re seeking funding for a research project or trying to formalise a clinical partnership, it’s important to identify what you bring to the table—and what you need in return.

This isn’t about self-worth; it’s about the relevance of your offer. For example, a regulatory affairs expert might highlight how their knowledge of TGA processes could accelerate a product’s path to market. When both parties clearly understand what’s valuable to the other, it becomes easier to strike a mutually beneficial agreement.

2. Leverage Both Hard and Soft Data

Data isn’t just spreadsheets and stats—it’s also the insights gathered from conversations, experiences, and informal feedback. In a negotiation, these two types of information are equally important.

If you’re preparing to renegotiate the terms of a service agreement or advocate for a new role in your department, back it up with concrete evidence (e.g. increased workload, training metrics, patient outcomes) alongside qualitative inputs such as stakeholder comments or case studies. This combination builds credibility and helps you make a stronger case.

3. Understand Where Your Influence Lies

Power in negotiation isn’t about being the loudest voice in the room. It’s about understanding what the other side needs—and whether you can provide it.

For instance, if you're working with an overseas partner unfamiliar with local regulatory frameworks, your expertise becomes a key advantage. The aim is not to dominate, but to use that influence responsibly. Choosing a collaborative, trust-building approach tends to create longer-term value—especially in a sector where relationships matter as much as results.

4. Get Comfortable with Discomfort

Not all negotiations feel smooth—and that’s okay. Growth often happens in moments of awkwardness or uncertainty. Maybe you’re requesting more resources for a project others don’t fully understand yet, or suggesting a bold change to a long-standing process.

Rather than backing off, lean into that discomfort. Ask thoughtful, open-ended questions. Probe for needs that haven’t yet been voiced. Often, the most valuable aspects of a negotiation surface only after we step past the easy or familiar.

Importantly, managing your nerves can help you avoid giving away more than you intend. If you’re visibly hesitant or unclear, others may interpret that as a weak position. Composure, even when things feel uncomfortable, helps you stay in control of the message you’re sending—both verbally and non-verbally.

5. Don’t Wing It—Design Your Negotiation

A successful negotiation begins long before the conversation starts. It’s not just about what’s said at the table—it’s about how you’ve shaped the discussion beforehand.

For example, if you’re negotiating the terms of a new MedTech pilot, map out possible scenarios and objections in advance. Consider what success looks like not only at the agreement stage, but in implementation—how will you follow through, monitor progress, and ensure accountability?

Too often, people stop once a verbal agreement is reached. But in our sector, outcomes matter—and that means planning beyond the “yes” to ensure the deal sticks.

Whether you’re managing clinical trials, developing educational programs, or leading cross-functional teams, negotiation is a recurring part of your professional life. With preparation, insight and empathy, ARCS members can lead successful, value-driven negotiations that advance both individual goals and sector-wide impact.