Sometimes the work isn't the problem. The org chart is. You have been doing this long enough to know the difference between a firm that develops people and one that just keeps them busy.

 

Our client is a life sciences consulting firm in the Boston area that works exclusively in pharmaceutical and biotech facility design and construction. Their turnover is low because the work stays interesting and the path stays visible. This is a senior process engineering role, and it is open because the firm is growing, not churning.

 

The work covers the full process engineering scope for GMP drug manufacturing facilities, from early process modeling through detailed design. Because the firm is integrated across architecture, mechanical, and CQV, you are not handing off to other disciplines and waiting. You are working alongside them, which changes how the work actually gets done.

 

If you have:

and you wonder if it is possible to have more focus on the engineering and less managerial abrasion, it is.

Hybrid, three days in the office