Insights
We are Zaether – Meet Steven Britton
Steven Britton has always believed in taking things apart—because that’s the best way to make them work better.
Now, in life sciences, he’s applying that same mindset to digital transformation. With 15 years of experience, he helps companies break down silos, rethink their tech infrastructure, and connect decision-makers across the business—because fast-moving industries need fast-moving insights.
Transcript
My name is Stephen Britton.
My favourite food is probably pizza is easy go to my family recently bought a brick pizza oven outdoors that we use in our patio. It’s pretty fun. I love music. I’ve been playing bass for almost 20 years, bass guitar, and I love listening to music as well. I’m, I’m an audiophile. I have speakers and amplifiers and gear at home to reproduce music, all, all genres.
Growing up I was always big into technology, computers. I used to take apart a family computer, put it back together. Then I went to college, got a degree in computer engineering. I went to Wentworth in Boston, which is a college that requires students to take two co-ops to graduate. I was lucky enough that one of those was here and I’ve been here ever since. It’s been about 15 years and I’ve.From there I’ve learned life sciences industry and how to apply my technology passion into solving business problems in the life sciences space.
It’s really the emergence of bio and pharmaceutical technologies that has brought to market new products in the space. Those new products and technologies have bring in, have brought new challenges that require businesses to move significantly faster, be able to make decisions on what products to bring to market, what products will succeed, what products will fail much faster, which poses significant strain on the entire business top to bottom, not just the manufacturing floor, which is historically where my team and I would focus.
What that requires is the leadership team to be closer to what’s happening on the floor to be able to make those decisions as well as so up and down. The business being closer, but also across so that the people that are making these new product designs and discoveries upstream of manufacturing can see the results of the manufacturing and vice versa. So they can be making decisions back and forth as well as up and down as a as a team, which requires significant infrastructural changes and new technologies to enable all of that, which of course are now starting to exist. But it adds significant level of complexity across the entire business for all of those groups to have to now work together to make joint decisions.