For mid-sized and smaller biotechnology companies, the journey from concept to clinical trial often feels like traversing a maze with invisible walls. Large Contract Research Organizations can be daunting, weighed down by slow processes and weeks-long contracting cycles. Freelancers may offer flexibility, but often lack the full coverage, continuity, and structured support that these companies need. Between bureaucratic delays and gaps in expertise, promising therapies risk stalling before they ever reach the patients who need them most.
Assel Sarsikeyeva recognized this critical gap when she founded Viacrystal. Her company acts as a bridge, connecting biotechnology firms with local investigators through a model that blends regional knowledge with meticulous project management.
Connecting the Dots Between Biotech and Breakthroughs
When Assel founded Viacrystal in 2017, her goal was to address a significant gap in the clinical research landscape. She recognized that both large global and regional Contract Research Organizations, as well as independent freelancers, presented certain limitations for mid-sized and smaller biotechnology companies. Large CROs were often hindered by lengthy contracting processes that could take several weeks, while freelancers faced challenges in providing comprehensive coverage and consistent availability.
Viacrystal was established to bridge this gap by positioning itself as a local niche company that connects investigators with biotechnology firms. The company leverages regional expertise to provide tailored support and localized knowledge, ensuring more efficient and responsive solutions. For example, while large CROs may require three to six weeks to finalize contracts, Viacrystal can complete this within just a few hours. In addition, the company ensures continuity and reliability by assigning backup colleagues and delegating administrative responsibilities to assistants, creating a streamlined process that applies to all aspects of CRO operations.
Attention to Detail That Drives Results
What sets Viacrystal apart from other clinical research organizations in the region is its unwavering commitment to quality and long-term sustainability. Rather than prioritizing profit alone, the company focuses on delivering exceptional outcomes for both clients and research sites.
This philosophy is reflected in Viacrystal’s project management model. Each colleague is assigned to no more than two projects at a time, allowing them to dedicate their full attention and responsiveness to the tasks at hand. This contrasts with the common industry practice where professionals may be expected to manage four or five projects simultaneously, often resulting in overstretched resources. Additionally, before launching any new project, the Viacrystal team holds detailed internal discussions to identify potential challenges and proactively address risks. This approach ensures that every project is handled with foresight and precision, reinforcing the company’s reputation for excellence.
Tapping into Emerging Horizons for Clinical Trials
Viacrystal has strategically focused its initial presence in the Commonwealth of Independent States and Central and Eastern Europe. These regions continue to demonstrate strong potential as emerging trial markets with consistently high enrollment rates. By concentrating on these areas, the company has positioned itself to maximize recruitment success while offering biotechnology firms reliable and efficient access to patient populations.
A Headquarters Built on Sustainability
Assel Sarsikeyeva explained that the decision to use repurposed shipping containers for the company headquarters reflects Viacrystal’s unwavering commitment to a circular economy and universal sustainability. She emphasized that a company’s ecological footprint is heavily influenced by the design and parameters of its headquarters. This philosophy is deeply ingrained in the company’s values, particularly as both Assel and co-founder and investor Attila Szepesi, PhD, hold degrees in Environmental Science and Policy. Attila, she noted, has worked tirelessly to implement innovative and environmentally protective solutions for their office, deliberately moving beyond conventional approaches.
Assel proudly shared that the shipping containers maintain a neutral carbon footprint. Furthermore, all daily operational energy needs, including electricity and heating, are entirely supplied by solar panels. This commitment extends to the company’s vehicles as well, ensuring that their ecological footprint remains neutral.
Collaboration Across Borders
Reflecting on Viacrystal’s regional presence, Assel described how the company’s offices in Serbia, Croatia, and Bosnia and Herzegovina collaborate to execute multi-country trials with efficiency. Drawing from her own experience in establishing offices within a multidisciplinary environment, she highlighted the importance of fostering strong interaction among teams. Regular team calls are conducted to ensure that the diverse backgrounds of colleagues are acknowledged and respected. As a leader, Assel believes in leading by example, facilitating effective communication, and encouraging collaboration so that every team member contributes to the collective success of the company.
Lessons Carved from Challenge and Commitment
When discussing the challenges of expanding into new territories, Assel shared candid insights into the significant financial and operational hurdles Viacrystal encountered. One major difficulty lay in navigating the banking systems of the new regions, where a lack of transparency and support complicated the process. Establishing a corporate bank account required immense effort, while securing credit proved to be an even greater challenge. Despite three years of profitable operations in Hungary, the company found it difficult to obtain financial credit from Hungarian banks. With banking systems focused primarily on profit under secure, low-risk conditions, collateralizing personal property often became the only option, thereby restricting growth.
Assel explained that perseverance, creativity, and patience were essential in overcoming these obstacles. She noted that while government rhetoric often promotes support for entrepreneurs, particularly women, the practical reality is that self-reliance is often the only path forward.
Operationally, she reflected on the early days of Viacrystal when the office operated out of her living room for two years. Having personally experienced hunger, Assel felt deeply committed to ensuring her employees were well-nourished and frequently prepared lunches for them. Initially, this gesture fostered a strong team spirit, but over time, it was perceived as an obligation rather than an appreciated act. From this experience, Assel concluded that discernment is vital in building a team. Not all individuals share the same commitment to overcoming challenges, and many are more eager to share in success than to work through hardship. For her, careful selection of team members is therefore critical in ensuring resilience and shared values during times of growth.
Strengthening Trial Logistics through Service DEPO
Assel Sarsikeyeva explained that since 2017, Viacrystal has been providing Depo services for non-investigational product supplies in clinical trials, initially with a focus on storage solutions. She highlighted that in 2024, the company successfully implemented an automated process that significantly reduced management costs for the DEPO. This innovation enables Viacrystal to support clients in their cost optimization efforts while maintaining efficiency and reliability in the handling of trial logistics.
Accelerating Timelines through Collaboration
When asked about collaboration with biotech startups, sponsors, and CRO partners, Assel emphasized that Viacrystal prioritizes clear and transparent communication between regulatory bodies and clients. She noted that this approach ensures trial timelines remain as efficient as possible. Every trial entrusted to the company is treated with the highest value, and significant effort and resources are dedicated to achieving optimal results. She underlined the urgency of delivering new medications to patients, especially in cases where unmet medical needs exist or where current treatments are lacking.
Trust Through Compliance
Assel reflected on the importance of regulatory alignment in Viacrystal’s market strategy. She explained that maintaining compliance across multiple jurisdictions is not only about adhering to guidelines but also about building trust with stakeholders. The company’s strategy involves continuous monitoring, proactive communication, and strong internal processes to ensure that every step of clinical trial management aligns with both local and international standards.
Medals of Merit
Speaking about recognition, Assel shared that after five years of continuous and stable financial performance, Viacrystal qualified for the Szecsenyi Credit program offered by the Hungarian government. This program provided the company with access to a very low-interest-rate credit facility that helped accelerate growth and support further expansion. For the team, this recognition was a meaningful validation of their commitment and achievements, reinforcing the value of their work and strengthening their confidence in the company’s future.
Investing in People to Accelerate Progress
Looking ahead, Assel outlined her priorities for Viacrystal’s growth and regional impact over the next five years. Her primary focus is on cultivating a supportive environment that fosters professional development and teamwork within her organization. She stressed that impactful internal initiatives will remain her priority over external factors.
As part of this vision, she has established a Learning Center, currently in its startup phase, to share insights from her two decades of experience in clinical research. This initiative includes the Vacademy program, designed to provide structured learning opportunities for newcomers to clinical research as well as for professionals aiming to advance their careers.
Assel also spoke about the company’s Expert Network initiative, which connects local investigators with small and medium-sized biotechnology companies for consultations. She explained that gaining practitioner input during the early stages of a clinical trial, particularly in protocol development, can significantly save time and reduce costs in bringing new medicines for unmet needs or other indications to market.
