Your First 90 Days in Pharma: What Really Matters

When I first moved in-house into pharma, fresh from agency life, I thought I was prepared. I had strong experience, a solid work ethic, and a portfolio of results I was proud of. But I’ll be honest, within the first few weeks, I realised how unprepared I really was for the reality of corporate.

I didn’t understand the systems. I assumed everything would be intuitive and efficient (spoiler: it wasn’t). I thought the key to doing well was simply producing great work. I had no idea how critical it would be to understand the internal politics, build relationships with the right stakeholders, or even get access to basic platforms.

I wasted valuable time trying to figure things out on my own—missing the chance to complete training that would have given me access to core tools like PromoMats or Veeva. I said yes to every meeting invite. I kept my head down and focused on delivery, thinking it would speak for itself. It didn’t.

That experience taught me some hard but important lessons. And that’s why, in our latest Biotech Career Network Coffee Chat, we focused on exactly this: what actually matters in your first 90 days when you step into pharma. This article brings together the most valuable insights from that discussion, so that you can avoid the mistakes many of us made and focus your time and energy where it really counts.

Onboarding Has Changed, and It's Not Going Back

Let’s be real. Onboarding in pharma hasn’t been the same since COVID. The shift to remote and hybrid work, along with the rise of Zoom and Teams, has completely changed how companies support new hires.

What used to be a well-organized, multi-day experience with live training, expert Q&As, and in-person networking is now often reduced to online modules, scattered SharePoint links, and a vague “just let us know if you need anything.”

That isn’t necessarily a bad thing, but it does mean you need to take more control of your onboarding experience from day one.

What helps:

• Get clarity upfront. Ask your manager what systems are critical, which trainings are mandatory, and who you need to speak to in your first few weeks.

• Schedule time to upskill. Block out time to read strategic documents, understand team processes, and review relevant scientific content.

• Avoid the meeting overload. Zoom culture makes it easy to end up in back-to-back calls all day. Ask which meetings are essential and politely decline the rest where appropriate.

Don’t Let Your Calendar Run You

One of the most common early mistakes is saying yes to every meeting invite. It can leave you overwhelmed and unable to focus on the learning and deep work that actually sets you up for success.

Here’s what to do instead:

• Block time in your calendar to read, think, and plan.

• Ask your manager to help you prioritise which meetings to attend.

• Create space to work through scientific materials and internal documents without distraction.

As one participant said, “If you don’t protect your time, no one else will.”

Start Building Your Internal Brand Early

Doing your job well is important, but in large organisations, it’s just as important that people see the value you bring. That means being intentional about who you introduce yourself to and how you show up.

Think about:

• Setting up one-to-one meetings with colleagues across functions.

• Sharing your development goals with leaders beyond your immediate team.

• Asking how you can contribute to broader initiatives, even in small ways.

This isn’t about playing the game. It’s about showing up with purpose and making sure your name is known for the right reasons.

Know What You Don’t Know (and Own It)

Imposter syndrome is common when moving into pharma, especially from an agency background. It’s easy to feel like you’re behind, or like you don’t quite belong.

But the truth is, you were hired for a reason. You bring a valuable mix of skills, experience, and fresh perspective. You don’t need to have all the answers. You just need to stay curious, ask smart questions, and be open about what you still need to learn.

As someone in the group said, “I know what I know, but I also know what I don’t know.” That kind of self-awareness is powerful.

Be Clear on Your Value and How You Work

We finished the session by talking about how helpful it is to have a short, clear way of describing what you bring to the table. This isn’t just for interviews. You’ll use it in stakeholder meetings, performance conversations, and informal chats.

Here’s a simple structure to build your introduction:

1. Who you are – your background and experience

2. What you do – your current focus and core strengths

3. How you work – your approach to collaboration and leadership

Keep it to three key points. It keeps things focused and memorable, and it helps others understand how to work with you from day one.

Your first 90 days are more than just a ramp-up period. They set the tone for how you’ll operate, how you’re perceived, and how you’ll grow. You don’t need to impress everyone all the time. What matters is being intentional, clear on your priorities, and confident enough to ask questions and make space for your own learning.

Want to Be Part of Conversations Like This?

This article is based on a live conversation from the Biotech Career Network, my membership community for professionals building careers in pharma, biotech, and medical affairs.

As a member, you'll get:

• Monthly group coaching calls

• Access to a peer-driven network

• Tools, templates, and strategic guidance for building a career that works for you

Explore membership options here.

Let’s make pharma careers more collaborative and human!