Zengyu Wen: Our global expansion has always been driven by clients’ real R&D needs, as well as the practical experience we have accumulated through global projects over the years.

Today, Tigermed has more than 11,000 employees across 43 countries. Behind these numbers is our experience in more than 160 international multicenter clinical trial projects, as well as over 240 ongoing overseas clinical trial projects. These figures reflect not only the scale of our global presence, but also the collective effort of our teams around the world.

Tigermed’s Global Footprint as of June 2026

The United States is currently Tigermed’s largest operating region outside China, with a team of more than 1,000 people and end-to-end capabilities spanning laboratory services, regulatory support, and clinical development. In Europe, our teams cover more than 20 countries, enabling us to meet clients’ diverse R&D needs. In Japan, our acquisition of Micron, a CRO specializing in imaging analysis, has further strengthened our client coverage. In Korea, our subsidiary DreamCIS has become the country’s largest clinical CRO. We recently established a subsidiary in New Zealand to further expand our clinical operations and delivery capabilities in Asia-Pacific. In Australia, we are a leading CRO partner supporting Chinese pharmaceutical companies in conducting clinical research. In emerging markets such as Southeast Asia and South America, we have also built mature local teams and operating systems through years of engagement.

For us, globalization is not simply about sending teams overseas. It is about building local teams that are deeply rooted in their markets and integrated into local clinical research environments. By connecting local execution with global coordination, we aim to create a two-way bridge that supports both Chinese companies going global and international companies entering China. This remains a key strategic direction for Tigermed.

Q4: Why has Tigermed continued to invest in integrated service capabilities?

Zengyu Wen: Clinical R&D is never a single-step process. It is a complex ecosystem. For a new drug to move from the laboratory to patients, it must pass through multiple stages, and every stage matters. For sponsors, the challenge is not only to find the right service providers, but also to reduce information gaps across different functions and stages, while maintaining alignment in timelines and quality standards. This is where Tigermed’s integrated platform creates value.

To address the R&D needs of innovative drugs and medical devices, we have developed three integrated service platforms. The integrated drug R&D service platform covers the full lifecycle of drug development, including preclinical research, laboratory services, clinical development, regulatory affairs, and post-marketing services. The integrated clinical site service platform focuses on site management, institution services, and participant management, with an emphasis on improving execution efficiency at clinical research sites. The integrated medical device R&D service platform covers key stages from R&D and testing to clinical development, registration, and post-market services.

These three platforms operate independently while working in close coordination. Together, they help clients improve R&D collaboration efficiency while ensuring consistency in quality. For Tigermed, the value of integration lies in reducing information gaps between different stages and functions, and ensuring that each transition is managed in a timely, smooth, and reliable manner.

Q5: How will AI and digitalization shape the future of clinical development?

Zengyu Wen: For AI, the real value lies not in the concept itself, but in whether it can be embedded into actual workflows and solve practical problems. This is particularly important in clinical R&D services. AI and digital tools must operate within a compliant and quality-controlled framework, while helping improve project efficiency, reduce repetitive workload, and provide more stable and predictable support for execution and quality management.

Based on this approach, digitalization has become one of Tigermed’s core strategies. In 2025, our self-developed TAYA AI large model platform was officially commercialized. We also launched products such as an AI translation platform and an AI writing platform. We are now building an AI product matrix that covers the full clinical trial workflow, gradually embedding intelligent capabilities into professional areas such as medical writing, regulatory submissions, biostatistics, and pharmacovigilance.

Tigermed AI and Digital Enablement Platform

For example, in medical language services, our TAYA team has developed an intelligent medical language service platform based on AI large models. The platform covers the full process from manuscript analysis, online editing, and quality assessment to terminology and corpus management, as well as compliance control. In clinical operations, we are also advancing a range of tools, including digital follow-up, decentralized clinical trial platforms, participant management systems, and risk-based quality management.

For us, AI must be more than a slogan. It needs to be practical, applied, validated, and continuously improved in real projects. This is why Tigermed will continue to invest in digital and intelligent capabilities.

Q6: Tigermed has recently entered into strategic collaborations with a range of partners, including local pharmaceutical companies, AI-driven drug discovery companies, and multinational pharma. What do these collaborations tell us about the changing needs of clinical R&D services?